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CONTINUING EDUCATION
Guideline Implementation:
Surgical Instrument Cleaning
1.3
www.aorn.org/CE
Accreditation
Event: #15517
Session: #0001
Fee: Members $10.40, Nonmembers $20.80
The contact hours for this article expire May 31, 2018. Pricing
is subject to change.
Purpose/Goal
To provide the learner with knowledge specic to implementing the updated AORN Guideline for cleaning and care
of surgical instruments.
Objectives
1. Explain the importance of processing surgical instruments
correctly.
2. Describe steps that should be performed intraoperatively to
prepare instruments for disinfection.
3. Describe the steps in the decontamination process.
4. Identify heating, ventilation, and air conditioning parameters (HVAC) specic to the decontamination area.
5. Identify special precautions to observe during instrument
processing.
Approvals
This program meets criteria for CNOR and CRNFA recertication, as well as other CE requirements.
AORN is provider-approved by the California Board of Registered Nursing, Provider Number CEP 13019. Check with your
state board of nursing for acceptance of this activity for relicensure.
Disclaimer
AORN recognizes these activities as CE for RNs. This
recognition does not imply that AORN or the American
Nurses Credentialing Center approves or endorses products
mentioned in the activity.
http://dx.doi.org/10.1016/j.aorn.2015.03.005
AORN, Inc, 2015
www.aornjournal.org
Guideline Implementation:
Surgical Instrument Cleaning
1.3
www.aorn.org/CE
ABSTRACT
Cleaning, decontaminating, and handling instructions for instruments vary widely based on the type of
instrument and the manufacturer. Processing instruments in accordance with the manufacturers instructions can help prevent damage and keep devices in good working order. Most importantly,
proper cleaning and disinfection may prevent transmission of pathogenic organisms from a contaminated device to a patient or health care worker. The updated AORN Guideline for cleaning and care
of surgical instruments provides guidance on cleaning, decontaminating, transporting, inspecting,
and storing instruments. This article focuses on key points of the guideline to help perioperative
personnel implement appropriate instrument care protocols in their practice settings. The key points
address timely cleaning and decontamination of instruments after use; appropriate heating, ventilation, and air conditioning parameters for the decontamination area; processing of ophthalmic instruments and laryngoscopes; and precautions to take with instruments used in cases of suspected
prion disease. Perioperative RNs should review the complete guideline for additional information
and for guidance when writing and updating policies and procedures. AORN J 101 (May 2015) 543-549.
AORN, Inc, 2015. http://dx.doi.org/10.1016/j.aorn.2015.03.005
Key words: cleaning, decontamination, HVAC, ophthalmic instruments, laryngoscopes, prion diseases.
http://dx.doi.org/10.1016/j.aorn.2015.03.005
AORN, Inc, 2015
www.aornjournal.org
CowperthwaitedHolm
SCENARIO
Nurse M is the scrub person for a cataract procedure. During
the procedure, Nurse M removes gross soil from the instruments by wiping the instruments with a sterile, lint-free
sponge that has been moistened with sterile water. She also
periodically irrigates the lumens of instruments with sterile
water to remove gross soil, immediately after use if possible.
When the procedure is completed, Nurse M segregates the sharp
instruments from the others and puts them into a punctureresistant container. She removes the disposable sharp items
and puts them in a puncture-resistant, leakproof container with
a biohazard label. Nurse M opens the hinged instruments (eg,
tenotomy scissors) and disassembles the irrigation/aspiration
handpiece according to the manufacturers written IFU. She
separates delicate instruments and heavy instruments into
different containers so that the delicate instruments will not be
damaged during transport to the decontamination area. To keep
the instruments moist, she places a towel moistened with sterile
water over the instruments. She sends all of the instruments that
have been opened on the sterile eld to be processed in the
sterile processing area, whether or not they have been used.
Technician G arrives at work, changes into scrub attire, and
reports to the sterile processing area. As his rst task of the day,
he checks and documents the HVAC parameters in this area,
which are maintained at
www.aornjournal.org
Figure 1. Key takeaways from the AORN Guideline for cleaning and care of surgical instruments.
sterile deionized water. He cleans the lumen of the irrigation/
aspiration handpiece with a brush of the appropriate diameter
and length to clean the entire lumen and exit at the distal end.
The bristles are soft enough to prevent damage to the interior
of the lumen. He rinses the lumen with sterile deionized water
and expels the water into a drain. He then dries the lumen
with medical-grade compressed air.
In accordance with the manufacturers IFU, Technician G
disinfects the instruments by wiping the outside of the instruments with 70% alcohol. He inspects the instruments
under magnication to make sure there is no residual
ophthalmic viscoelastic material present. He records the
cleaning method, cleaning solution, and lot number of the
cleaning solution for the ophthalmic instruments. Technician
G then sends the instrument set to the packaging and sterilization area, where Technician K will wrap and sterilize the set
according to the manufacturers IFU.
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CowperthwaitedHolm
could follow the recommended precautions. Many of the instruments used in the procedure were designated for single use
only, so the scrub person discarded them in a contaminated
trash receptacle in the OR. The scrub person sent only reusable
instruments that are easy to clean and can tolerate extendedcycle steam sterilization for sterile processing after the procedure.
Technician G decontaminates the instruments that may have
been exposed to variant Creutzfeldt-Jakob disease in a mechanical washer, which helps ensure cleaning consistency that
may not be achieved with manual cleaning. He uses cleaning
chemicals that have shown evidence of prionicidal activity and
are compatible with the instruments. After decontamination,
Technician G sends the instruments to the packaging and
sterilization area. He then cleans and disinfects the noncritical
environmental surfaces in the decontamination area that came in
contact with the contaminated instruments used on the patients
high-risk tissue. He uses a 1:5 dilution of hypochlorite solution,
ensuring that the solution remains in contact with the environmental surfaces for 15 minutes.13,14 Meanwhile, Technician
K steam sterilizes the instruments in a prevacuum sterilizer at
273 F (134 C) for 18 minutes, which is one of the methods
recommended for use when steam sterilizing instruments that
have been exposed to high-risk tissue.13,15
HVAC Parameters
The HVAC system controls the room air quality, humidity,
temperature, and air pressure. The system is designed to
reduce environmental contaminants as well as to provide a
comfortable environment for those working in the sterile
processing area. In the scenario, the HVAC parameters are set
according to recommendations from the American Society of
Heating, Refrigerating and Air-Conditioning Engineers22 and
the Facility Guidelines Institute.23
The HVAC parameters in the decontamination area should be
those that are applicable at the time of the design of the HVAC
system or the most recent renovation of the system.24 If
personnel detect a variance in the HVAC parameters, they
should report the variance according to the facilitys policy
and procedure. Designated personnel should correct the
variance and then perform a risk assessment to determine
whether any measures need to be taken to restore the
decontamination area to full functionality.24
Ophthalmic Instruments
Inadequate cleaning and rinsing of intraocular ophthalmic
instruments have been implicated in outbreaks of toxic anterior segment syndrome (TASS), an acute inammation of the
anterior segment of the eye, which is most commonly associated with cataract surgery.25 Among other factors, incidents of
TASS have been associated with various facets of instrument
processing,5,26-35 including
detergent residues remaining on instruments,
insufcient rinsing of instruments,
dried debris and residues of ophthalmic viscoelastic material
remaining on instruments, and
insufciently dried lumens.
In the scenario, Technician G cleans the intraocular instruments in an area separate from the general surgery instruments to help prevent cross-contamination from heavily
soiled nonophthalmic instruments.16 He uses cleaning
products recommended by the instrument manufacturers16,36
and rinses the instruments thoroughly to help remove
residual cleaning product.36 When rinsing the lumens,
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www.aornjournal.org
CowperthwaitedHolm
CONCLUSION
As the patients advocates, perioperative nurses help ensure
that actions are performed to promote patient safety. This
includes making sure instruments are in good working order
and have been correctly processed according to the manufacturers written IFU to reduce the chance of transmitting
pathogenic microorganisms to patients or personnel. Perioperative RNs and sterile processing team members who have
responsibilities related to care and cleaning of surgical instruments should receive education and complete competency
verication on instrument care and cleaning activities. In
addition, perioperative RNs should participate in multidisciplinary teams that include infection preventionists, surgeons,
sterile processing personnel, and other stakeholders to
develop mechanisms for evaluating and selecting cleaning
and decontamination equipment and associated cleaning
products,
implement systematic processes for monitoring HVAC parameters in the sterile processing areas and addressing variances in those parameters, and
establish evidence-based policies and procedures to minimize
the risk of prion disease transmission.
The AORN Guideline for cleaning and care of surgical instruments is an evidence-based resource that perioperative
RNs and sterile processing team members can use to help
inuence safe perioperative practice.
References
1. Dancer SJ, Stewart M, Coulombe C, Gregori A, Virdi M. Surgical
site infections linked to contaminated surgical instruments. J Hosp
Infect. 2012;81(4):231-238.
2. Montero PN, Robinson TN, Weaver JS, Stiegmann GV. Insulation
failure in laparoscopic instruments. Surg Endosc. 2010;24(2):
462-465.
3. Tosh PK, Disbot M, Duffy JM, et al. Outbreak of Pseudomonas aeruginosa surgical site infections after arthroscopic procedures: Texas,
2009. Infect Control Hosp Epidemiol. 2011;32(12):1179-1186.
4. Parada SA, Grassbaugh JA, Devine JG, Arrington ED. Instrumentation-specic infection after anterior cruciate ligament reconstruction. Sports Health. 2009;1(6):481-485.
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23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
www.aornjournal.org
Liz Cowperthwaite, BA
is the senior managing editor at AORN, Inc, Denver, CO.
Ms Cowperthwaite has no declared afliation that could
be perceived as posing a potential conict of interest in
the publication of this article.
CONTINUING EDUCATION
Approvals
This program meets criteria for CNOR and CRNFA recertication, as well as other CE requirements.
Event: #15513
Session: #0001
Fee: Members $14.40, Nonmembers $28.80
The contact hours for this article expire April 30, 2018.
Pricing is subject to change.
Purpose/Goal
To provide the learner with knowledge specic to developing a
perioperative quality and safety program to prevent surgical errors.
Objectives
1. Describe how a culture of safety affects patient care.
2. Identify how perioperative personnel can prevent adverse
events and errors.
3. Discuss how to enhance a quality and safety program.
Disclaimer
Accreditation
AORN is accredited as a provider of continuing nursing education by the American Nurses Credentialing Centers
Commission on Accreditation.
www.aornjournal.org
ABSTRACT
Surgical errors are under scrutiny in health care as part of ensuring a culture of safety in which patients
receive quality care. Hospitals use safety measures to compare their performance against industry
benchmarks. To understand patient safety issues, health care providers must have processes in place
to analyze and evaluate the quality of the care they provide. At one facility, efforts made to improve its
quality and safety led to the development of a robust safety program with resources devoted to
enhancing the culture of safety in the Perioperative Services department. Improvement initiatives
included changing processes for safety reporting and performance improvement plans, adding resources and nurse roles, and creating communication strategies around adverse safety events and how
to improve care. One key outcome included a 54% increase in the percentage of personnel who
indicated in a survey that they would speak up if they saw something negatively affecting patient care.
AORN J 101 (April 2015) 405-412. AORN, Inc, 2015. http://dx.doi.org/10.1016/j.aorn.2015.01.002
Key words: safety culture, quality assurance, safety program, preventing surgical errors, process
improvement.
http://dx.doi.org/10.1016/j.aorn.2015.01.002
AORN, Inc, 2015
www.aornjournal.org
Hemingway et al
www.aornjournal.org
PROCESS CHANGES
During the change process, administrators and members of the
project team fully supported and included perioperative
nursing leaders, including the associate chief nurse, nursing
director, and nurse consultants. Following are changes instituted during this process improvement.
Safety Debriengs
After an adverse safety or quality event occurs, all involved
personnel must conduct an initial safety debrieng session. A
growing body of literature suggests that surgical briengs and
debriengs can result in impressive reductions in morbidity
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Audits
Integrated into this quality initiative was the requirement for the
perioperative nurses and leadership team to perform audits.
Audits are a valuable tool to use in monitoring and improving
quality care. Performing audits creates an opportunity for the
perioperative nursing leaders to observe staff member compliance with policies and procedures and provides a way to
investigate hurdles to compliance that personnel may encounter
in their daily nursing practice. For example, an incident
involving a retained foreign body resulted in changes to the
count policy. After initial audits revealed that this change did
not address the root cause in patient care, the policy was revised
again to ensure positive outcomes in patient care.
Although audits may be difcult and time consuming to
conduct, personnel at MGH believe they are a vital link to
compliance and provide an opportunity to explain issues so
that members of the leadership team can discover obstacles to
policy adherence. Personnel should not use workarounds such
as gathering medications for the entire day as opposed to
patient-specic medications. If they are using workarounds,
managers should ask for an explanation about why they are
needed. Another difculty with audits is to assure personnel
that the audit is a nonpunitive action that offers a chance to
improve care, educate staff members, and provide an understanding of current practices.
Communication Methods
Communicating changes in policy or practice is as important as
the changes themselves. In the perioperative setting of a major
trauma center, communication with each individual is a challenge. For the most part, people want to follow the rules. If the
rules change, communication about the change and why it is
necessary is paramount for compliance. One avenue that we have
had great success with is the use of a weekly practice alert
(Figure 1). As part of the improvement initiative, the
perioperative nurse consultants developed an informational
report to reach all clinical staff nurses with timely policy
AORN Journal j 407
Hemingway et al
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Discovering the root cause of an event also provides an opportunity to review pertinent policy. Sometimes in the course
of these events, it becomes necessary to introduce a policy
change. At times, we have discovered that a policy is open to
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Hemingway et al
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Risky behavior
There is a difference between risky behavior and errors that
result from systems issues, which relates to the concept of
practice drift. According to Reason, Marx (a leading patient
safety expert) has written extensively on human factors as
related to patient care and is credited with the phrase to drift
is human.9 Practice drift occurs when personnel begin to use
small deviations from an accepted practice. Behavioral choices
like practice drift can create risk because they do not follow
accepted best practices. After the deviation becomes familiar,
then it becomes the normal way of performing a task.
Eventually, the small deviation evolves until there is a huge
gap between the health care providers practice and written
policy. It is imperative that staff nurses understand the
concept of practice drift and be ready to counteract it in
themselves and others by regularly reviewing policy and
procedures to help ensure compliance with accepted practice.
To determine whether an error may be preventable, the rst
question that a quality and safety investigation should determine is whether one or more persons are engaging in the
identied behavior. If three or more practitioners report that
they perform the identied behavior on a consistent basis,
there is a systems issue involved. In that case, the organizations
leaders share in the accountability for the problem. Systems
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issues need to be addressed and rectied within a multidisciplinary milieu such as the PQAC and the Practice
Committees.
However, reckless behavior is a conscious choice to engage in a
substantial and unjustiable risk. Leonard and Frankel dene a
risky action as when the caregiver makes a potentially unsafe
choice. A caregiver engaging in a risky action should receive
coaching and participate in educating others in order to apply
lessons learned.3(p290) Reckless behavior may be unintentional
because of impaired judgment or, in some instances, it may be
malicious action in which the individual wanted to cause
harm. Such reckless behavior requires a different response.
Individuals engaged in intentionally harmful behavior must
be managed within the legal system, a substance abuse
program, or an employee assistance program, whichever is
the appropriate venue.
RESULTS
Implementation of process changes to enhance MGHs safety
program, as well as the addition of the perioperative QA staff
specialist to the OR environment, has contributed to quantiable outcomes. For example, in 2013, perioperative nursing
members conducted a staff survey to understand their OR
culture of safety. Eighty percent of respondents (ie, RNs,
surgical technologists, OR assistants, operational associates)
(n 79) answered negatively to the question, I feel free to
question the decision or actions of those with more authority,
and 44% stated that they would not speak up if they saw
something negatively affecting patient safety. Another survey
question asked which actions would help the respondent to
speak up, and narrative responses included knowing that I
would have support of management and peers and engaging
in a conversation with all parties involved in an incident.
Changes that have been made in the quality and safety arena at
MGH are positively affecting our culture of safety, as evidenced by a follow-up survey conducted in early 2014. Results
of this survey revealed that 72% of respondents (n 90)
AORN Journal j 411
Hemingway et al
CONCLUSION
Considering recent estimates of 400,000 patient injuries
related to preventable medical errors occurring in the United
States each year,2 it is imperative to continue QI and safety
improvement efforts. Despite the resources and efforts that
many facilities have allocated to this initiative, there is still
work to be done. According to Kathleen Sibelius, former US
Secretary of Health and Human Services, the Affordable
Care Act has created an opportunity for the health care
industry to begin to coordinate patient care and pay for
quality rather than quantity.11 The role of quality and safety
measures in the care of the patient should continue to
expand, and perioperative nursing goals should include
preventing surgical near misses and adverse events.
Members of a health care organization who believe in everyday
excellence demonstrate specic qualities, such as understanding the complexities of the health care environment and the
belief that collaboration in the institution is key to understanding the importance of reporting adverse events and near
misses. The continued focus at MGH remains on process
improvement projects and a commitment to a safety culture,
which requires many resources at many levels. At MGH our
motto is excellence every day, which means we strive to
perform at our best every day for every patient.
References
1. Kohn L, Corrigan J, Donaldson M, eds. To Err Is Human: Building a
Safer Health System. Washington, DC: National Academy Press;
2000.
2. James JT. A new evidence-based estimate of patient harms
associated with hospital care. J Patient Saf. 2013;9(3):122-128.
www.aornjournal.org
CONTINUING EDUCATION
Guideline Implementation:
Surgical Attire 1.0
www.aorn.org/CE
Accreditation
Event: #15505
Session: #0001
Fee: Members $8, Nonmembers $16
The contact hours for this article expire February 28, 2018.
Pricing is subject to change.
Purpose/Goal
To provide the learner with knowledge specic to implementing the AORN Guideline for surgical attire.
Objectives
1. Identify the key takeaways from the surgical attire guideline.
2. Explain the steps involved in correctly wearing surgical
attire.
3. Describe methods of correctly handling personal communication or hand-held electronic devices in the OR.
4. Explain why scrub attire should be laundered in a health
careeaccredited laundry facility.
5. Discuss the RNs role in developing policies and procedures
for surgical attire.
Approvals
This program meets criteria for CNOR and CRNFA recertication, as well as other CE requirements.
AORN is provider-approved by the California Board of
Registered Nursing, Provider Number CEP 13019. Check
with your state board of nursing for acceptance of this activity
for relicensure.
Disclaimer
AORN recognizes these activities as CE for RNs. This
recognition does not imply that AORN or the American
Nurses Credentialing Center approves or endorses products
mentioned in the activity.
http://dx.doi.org/10.1016/j.aorn.2014.12.003
AORN, Inc, 2015
www.aornjournal.org
Guideline Implementation:
Surgical Attire 1.0
www.aorn.org/CE
ABSTRACT
Surgical attire helps protect patients from microorganisms that may be shed from the hair and skin of
perioperative personnel. The updated AORN Guideline for surgical attire provides guidance on
scrub attire, shoes, head coverings, and masks worn in the semirestricted and restricted areas of the
perioperative setting, as well as how to handle personal items (eg, jewelry, backpacks, cell phones) that
may be taken into the perioperative suite. This article focuses on key points of the guideline to help
perioperative personnel adhere to facility policies and regulatory requirements for attire. The key
points address the potential benets of wearing scrub attire made of antimicrobial fabric, covering the
arms when in the restricted area of the surgical suite, removing or conning jewelry when wearing
scrub attire, disinfecting personal items that will be taken into the perioperative suite, and sending
reusable attire to a health careeaccredited laundry facility after use. Perioperative RNs should review
the complete guideline for additional information and for guidance when writing and updating
policies and procedures. AORN J 101 (February 2015) 189-194. AORN, Inc, 2015. http://dx.doi.org/
10.1016/j.aorn.2014.12.003
Key words: surgical attire, scrub clothing, shoes, jewelry, head coverings, masks, cell phones, health
careeaccredited laundry facility.
http://dx.doi.org/10.1016/j.aorn.2014.12.003
AORN, Inc, 2015
www.aornjournal.org
CowperthwaitedHolm
SCENARIO
Nurse B and Nurse N have been assigned to work in orthopedic room #3. The rst patient is a 71-year-old man
undergoing a total hip arthroplasty (THA) procedure. Nurse
B dons a clean two-piece scrub suit in the designated dressing
room before entering into the semirestricted and restricted
areas of the surgical suite. She tucks the top into the pants
and secures the waist to help prevent dispersal of skin cells
into the air. The scrub attire used at the facility is made of a
tightly woven fabric with antimicrobials incorporated into the
bers. Nurse B is careful to ensure that the scrub attire does
not come in contact with the oor or other surfaces that
could be contaminated.
Nurse B puts on clean shoes that she wears only when working
in the OR. To comply with Occupational Safety and Health
Administration requirements for foot protection,3 she wears
shoes that have low heels and nonskid soles to help reduce
the chance that she will slip and fall and that have closed
toes and backs to help prevent injury from dropped items
and exposure to blood or body uids. Knowing that she is
scrubbing in on a THA procedure in which she anticipates
exposure to gross contamination with irrigation, Nurse B
also dons protective shoe covers.
Nurse B removes her rings and secures them to her necklace,
which she tucks inside her scrub top. She also removes her
watch and secures it with a safety pin inside her cover jacket
pocket. She dons a clean surgical bouffant cap that connes all
her hair and covers her ears and the nape of her neck. She
ensures that her earrings are fully enclosed by the cap.
Nurse B secures her identication badge directly to her scrub
top so it will be visible to patients and other health care providers. She does not wear her badge on a lanyard because
lanyards can be contaminated with microorganisms.4 She puts
on a surgical mask with an attached eye shield that covers her
mouth and nose. When securing the mask, she ensures that the
mask does not vent at the sides.
In the OR, she meets Nurse N, who is circulating for the
procedure. Nurse N wears a long-sleeved jacket that
completely covers her arms. The jacket is snapped closed up
the front and ts closely to her arms and torso to prevent the
edges of the jacket from potentially contaminating the surgical
site when she preps the patient. Together, they set up the room
for the procedure. After Nurse B has scrubbed in for the
procedure, she dries her hands and dons a sterile gown and
gloves using sterile technique. Meanwhile, Nurse N goes to the
preoperative area to assess the patient.
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Figure 1. Key takeaways from the AORN Guideline for surgical attire.
The THA implant representative arrives at the hospital. He
reports to the OR supply technician to check in a variety of
implants. They remove the implants from the cardboard boxes
and stack them on a clean cart before taking them into the OR
supply room. The implant representative veries that all
implants and implant supplies are correctly listed on the inventory list in his electronic tablet. After the implant representative changes into appropriate surgical attire, the supply
technician helps him clean his tablet with a low-level disinfectant before the representative takes the tablet into the
OR suite.
During the procedure, the implant representative refers to his
tablet several times to select the appropriate implants and
ancillary implant supplies. The procedure is performed
without incident. The implant representative cleans his tablet
with low-level disinfectant and performs hand hygiene again
after he leaves the OR suite.
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CowperthwaitedHolm
Antimicrobial Fabric
Fabrics used for scrub attire should be tightly woven, low linting,
stain resistant, and durable.2(p99) In the scenario, Nurse B dons
scrub attire made with an antimicrobial fabric. Evidence
indicates that bacteria and fungi may not adhere to scrub
clothing made of a fabric that has antimicrobials processed into
the yarn.5-11 Researchers have found signicant reductions in
microorganisms, including Staphylococcus aureus,8-11 Klebsiella
pneumoniae,10 Escherichia coli,8,9 Pseudomonas aeruginosa,8,9 and
Morganella morganii,9 on fabrics treated with antimicrobials
compared with untreated fabrics. Research is needed to help
determine whether having the perioperative team wear scrub
clothes made of these fabrics can help reduce a patients risk for
developing an SSI.
Jewelry
Wearing jewelry has been found to increase bacterial counts on
the skin.12-18 Nurse B removes and secures her rings and watch
and covers her earrings in accordance with the facilitys policy.
Research supports removing rings, removing or containing
watches, and covering ear and nose piercings with head coverings and masks, respectively.12-18
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4.
5.
6.
7.
8.
9.
10.
11.
12.
CONCLUSION
As the patients advocates, perioperative nurses help ensure
that actions are performed to promote patient safety,
including reducing the patients risk for developing an SSI.
Perioperative RNs also should participate in multidisciplinary
teams to help ensure that policies and procedures for surgical
attire are up to date and in compliance with regulatory requirements and should help evaluate and select surgical attire
products for use in the facility. The AORN Guideline
for surgical attire is an evidence-based resource that perioperative RNs can use to help inuence safe perioperative practice.
References
1. Noble WC, Habbema JD, van Furth R, Smith I, de Raay C.
Quantitative studies on the dispersal of skin bacteria into the air.
J Med Microbiol. 1976;9(1):53-61.
2. Guideline for surgical attire. In: Guidelines for Perioperative Practice. Denver, CO: AORN, Inc; 2015:97-120.
3. 29 CFR x1910.136. Personal protective equipment: occupational
foot protection. Occupational Safety and Health Administration.
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13.
14.
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17.
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19.
20.
https://www.osha.gov/pls/oshaweb/owadisp.show_document?p_
tablestandards&p_id9786. Accessed December 11, 2014.
Kotsanas D, Scott C, Gillespie EE, Korman TM, Stuart RL. Whats
hanging around your neck? Pathogenic bacteria on identity badges
and lanyards. Med J Aust. 2008;188(1):5-8.
Bauer J, Kowal K, Tofail SAM, Podbielska H. MRSA-resistant
textiles. In: Tofail SAM, ed. Biological Interactions with Surface
Charge in Biomaterials. Cambridge, England: RSC Publishing;
2012:193-207.
Sun G, Qian L, Xu X. Antimicrobial and medical-use textiles. Textile
Asia. 2001;32(9):33-35.
Rajendran R, Radhai R, Kotresh TM, Csiszar E. Development of
antimicrobial cotton fabrics using herb loaded nanoparticles. Carbohydr Polym. 2013;91(2):613-617.
Kasuga E, Kawakami Y, Matsumoto T, et al. Bactericidal activities
of woven cotton and nonwoven polypropylene fabrics coated with
hydroxyapatite-binding silver/titanium dioxide ceramic nanocomposite Earth-plus. Int J Nanomed. 2011;6:1937-1943.
Mariscal A, Lopez-Gigosos RM, Carnero-Varo M, FernandezCrehuet J. Antimicrobial effect of medical textiles containing bioactive bres. Eur J Clin Microbiol Infect Dis. 2011;30(2):227-232.
Chen-Yu JH, Eberhardt DM, Kincade DH. Antibacterial and laundering properties of AMS and PHMB as nishing agents on fabric
for health care workers uniforms. Clothing Text Res J. 2007;
25(3):258-272.
Bearman GM, Rosato A, Elam K, et al. A crossover trial of antimicrobial scrubs to reduce methicillin-resistant Staphylococcus
aureus burden on healthcare worker apparel. Infect Control Hosp
Epidemiol. 2012;33(3):268-275.
Saxena S, Singh T, Agarwal H, Mehta G, Dutta R. Bacterial
colonization of rings and cell phones carried by health-care providers: are these mobile bacterial zoos in the hospital? Trop Doct.
2011;41(2):116-118.
Bartlett GE, Pollard TC, Bowker KE, Bannister GC. Effect of jewelry
on surface bacterial counts of operating theatres. J Hosp Infect.
2002;52(1):68-70.
Field EA, McGowan P, Pearce PK, Martin MV. Rings and watches:
should they be removed prior to operative dental procedures?
J Dent. 1996;24(1-2):65-69.
Kelsall NKR, Griggs RKL, Bowker KE, Bannister GC. Should nger
rings be removed prior to scrubbing for theatre? J Hosp Infect.
2006;62(4):450-452.
Jeans AR, Moore J, Nicol C, Bates C, Read RC. Wristwatch use
and hospital-acquired infection. J Hosp Infect. 2010;74(1):16-21.
Salisbury DM, Hutlz P, Treen LM, Bollin GE, Gautam S. The effect
of rings on microbial load of health care workers hands. Am J
Infect Control. 1997;25(1):24-27.
Khodavaisy S, Nabili M, Davari B, Vahedi M. Evaluation of bacterial
and fungal contamination in the health care workers hands and
rings in the intensive care unit. J Prev Med Hyg. 2011;52(4):
215-218.
Noble WC. Dispersal of skin microorganisms. Br J Dermatol. 1975;
93(4):477-485.
Benediktsdottir E, Hambraeus A. Dispersal of non-sporeforming
anaerobic bacteria from the skin. J Hyg (Lond). 1982;88(3):487-500.
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21. Tammelin A, Ljungqvist B, Reinmuller B. Comparison of three
distinct surgical clothing systems for protection from air-borne
bacteria: a prospective observational study. Patient Saf Surg.
2012;6(1):23.
22. Datta P, Rani H, Chander J, Gupta V. Bacterial contamination of
mobile phones of health care workers. Indian J Med Microbiol.
2009;27(3):279-281.
23. Kilic IH, Ozaslan M, Karagoz ID, Zer Y, Davutoglu V. The microbial
colonisation of mobile phone used by healthcare staffs. Pak J Biol
Sci. 2009;12(11):882-884.
24. Albrecht UV, von Jan U, Sedlacek L, Groos S, Suerbaum S,
Vonberg RP. Standardized, app-based disinfection of iPads in a
clinical and nonclinical setting: comparative analysis. J Med
Internet Res. 2013;15(8):e176.
25. Al-Abdalall AH. Isolation and identication of microbes associated
with mobile phones in Dammam in eastern Saudi Arabia. J Family
Community Med. 2010;17(1):11-14.
26. Brady RR, Chitnis S, Stewart RW, Graham C, Yalamarthi S,
Morris K. NHS connecting for health: healthcare professionals,
mobile technology, and infection control. Telemed J E-Health.
2012;18(4):289-291.
27. Tekerekoglu MS, Duman Y, Serindag A, et al. Do mobile phones of
patients, companions and visitors carry multidrug-resistant hospital
pathogens? Am J Infect Control. 2011;39(5):379-381.
28. Sadat-Ali M, Al-Omran AK, Azam Q, et al. Bacterial ora on cell
phones of health care providers in a teaching institution. Am J
Infect Control. 2010;38(5):404-405.
29. Akinyemi KO, Atapu AD, Adetona OO, Coker AO. The potential role
of mobile phones in the spread of bacterial infections. J Infect Dev
Countries. 2009;3(8):628-632.
30. Basol R, Beckel J, Gilsdorf-Gracie J, et al. You missed a spot!
Disinfecting shared mobile phones. Nurs Manage. 2013;44(7):
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31. White S, Topping A, Humphreys P, Rout S, Williamson H. The
cross-contamination potential of mobile telephones. J Res Nurs.
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32. Ustun C, Cihangiroglu M. Health care workers mobile phones: a
potential cause of microbial cross-contamination between hospitals
and community. J Occup Environ Hyg. 2012;9(9):538-542.
Liz Cowperthwaite, BA
is the senior managing editor at AORN, Inc, Denver, CO.
Ms Cowperthwaite has no declared afliation that could
be perceived as posing a potential conict of interest in
the publication of this article.
www.aornjournal.org
ABSTRACT
Perioperative team membership consistency is not well researched despite being essential in reducing
patient harm. We describe perioperative team membership and stafng across four surgical specialties
in an Australian hospital. We analyzed stafng and case data using social network analysis, descriptive
statistics, and bivariate correlations and mapped 100 surgical procedures with 171 staff members who
were shared across four surgical teams, including 103 (60.2%) nurses. Eighteen of 171 (10.5%) staff
members were regularly shared across teams, including 12 nurses, ve anesthetists, and one registrar.
We found weak but signicant correlations between the number of staff (P < .001), procedure start
time (P < .001), length of procedure (P < .05), and patient acuity (P < .001). Using mapping, personnel
can be identied who may informally inuence multiple team cultures, and nurses (ie, the majority
of team members in surgery) can lead the development of highly functioning surgical teams. AORN J
101 (February 2015) 238-248. AORN, Inc, 2015. http://dx.doi.org/10.1016/j.aorn.2014.03.018
Key words: operating room, social network analysis, surgery, teamwork, patient safety.
http://dx.doi.org/10.1016/j.aorn.2014.03.018
AORN, Inc, 2015
www.aornjournal.org
embers of surgical teams work interdependently to perform complex and varied tasks.1
Crucially, team performance often depends
on team members familiarity with each other and with
specic surgical routines.2 However, despite a growing body
of research to support the relationship between nurse stafng
and patient outcomes,3-6 few studies have examined stafng
in the OR. Several researchers have described the critical role
that membership in surgical teams has in dening team
performance.7-10 To foster highly functioning surgical teams,
consistency in team membership is considered important in
reducing the potential for error and patient harm. However,
in reality, the stability of team membership is often a luxury
as teams comprising nurses, surgeons, anesthesia personnel,
and surgical technicians are frequently ad hoc.11
Managing surgical teams that have dynamic membership can
be made easier by visualizing team membership using a
technique developed for sociometric analysis. Sociometry is a
method that can be used to map team membership to
discover existing relationships among these individuals and
for disclosing the structure of the group itself.12,13 Using
data sets from the electronic health record (EHR) for purposes beyond clinical documentation, billing, and administration is rapidly increasing.14 Best of all, these data are
routinely collected as part of the OR electronic register
that records surgical information about the surgical
procedure details, staff attendance, and skill mix. Elements of
the EHR can be used as a basis for a sociometric analysis
to map team membership. Sociometric maps are useful
management tools when implementing procedural or team
changes as they can be enhanced to reect people, process, and
technological perspectives. We used sociometric analysis to
describe team membership and stafng characteristics across
four surgical specialties.
STATEMENT OF PURPOSE
This project was part of a larger multicenter observational
study that described the nontechnical skills (eg, communication skills, teamwork) used by surgical teams in two metropolitan Australian hospitals. Based on the results of the
structured observations, this larger study sought to develop a
team training intervention to improve team members
nontechnical skills to enhance team cohesiveness and performance. We present the results of using a sociometric analysis
of team structures at one of the participating hospitals. The
aim of this correlational substudy was to map team membership using social network analysis and describe relationships
between case-related variables across four surgical specialties.
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RESEARCH QUESTIONS
We asked the following questions to guide this study:
What proportion of individual staff members involved in
surgery are RNs, anesthesia professionals, surgeons, and
registrars/residents across four surgical teams?
How many team members are shared across four surgical
teams?
What are the relationships between the procedure-related
variables of start times, the total number of staff members
per procedure, length of procedure, and patient acuity?
Length of procedure, patient acuity (ie, illness severity), and
the number of staff members involved in each procedure are
considered indicative of the complexity of the surgery11,15 and
may inuence the interpersonal interactions of the team
members involved and team performance.10,15,16 Consequently, inclusion of these procedure-related variables allowed
us to consider team membership in the broader context of OR
stafng, the different surgical specialties and types of surgeries
performed, and patient-related factors.
SIGNIFICANCE TO NURSING
There is limited research that focuses on mapping team membership and describing the interdisciplinary stafng characteristics of surgical teams using a social network analysis framework.17
We used social network analysis to identify team structures based
on the regularity of membership to gain insight into the relations
among team members and social network structures. Previous
research has found that team membership and the quality of
intergroup and interdisciplinary communications potentially
can contribute to the quality of patient care.11,18
LITERATURE REVIEW
All surgical procedures require a high level of coordination between
various individuals from different professional disciplines.15 The
complexity of a surgical procedure affects every aspect of team
performance.15 Procedural complexity encompasses aspects such
the type of surgeries performed and their associated risks (ie,
postoperative complications), patient acuity and pre-existing
comorbidities, and the surgical technologies used.10,15 Further,
procedural complexity determines the time to complete the
procedure and who should be assigned to the surgical team.15,19
In relation to how team membership, roles, and tasks interface,
most team members view the consultant surgeon as the team
leader, while the surgical registrar or assistant surgeon, RN
circulator, and scrub person follow and support the surgeon.19
The RN circulator supports the scrub person and other team
AORN Journal j 239
Sykes et al
METHODS
For our design, we used a descriptive, correlational design. We
were interested in using social network analysis to map team
membership across four surgical teams and to describe relationships among length of procedure, patient acuity, and the
number of staff involved in each procedure.
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Institutional Approval
The university and the Human Research Ethics Committee of
the participating hospital granted institutional approval.
Because we collected patient data retrospectively, there was no
requirement to seek patients permission to access their
ORMIS records. After ethics approval, we sought permission
to access the ORMIS database from the Director-General of
the Health Department (Queensland), as required by the
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Public Health Act (2005). We did not record patients personal information, such as names and dates of birth.
Data Analysis
For data analysis, we obtained OR attendance records through
ORMIS and created an Excel spreadsheet, where we transformed the coded data into a format that could be interpreted by
sociometric software.26 We used GephiTM software26 to generate
a map of team membership. Statistical analysis of stafng
networks was essentially descriptive. In the Gephi program, we
split data into two sets: nodes and edges. Node data
formed a discrete entity, consisting of either individuals,
collections of individuals, or an event (ie, individual surgical
procedure). In constructing our team membership map, node
data were based on individuals and procedures. We generated
nodes from a list of surgical procedures and individuals who
AORN Journal j 241
Sykes et al
Conceptual Denition
Operational Denition
Procedural Complexity
Length of Procedure
References
1. Gillespie B, Chaboyer W, Fairweather N. Factors that inuence the expected length of operation: results of a prospective study. Qual Saf Health
Care. 2012;21(1):3-12.
2. Gillespie B, Chaboyer W, Fairweather N. Interruptions and miscommunications in surgery: an observational study. AORN J. 2012;95(5):576-590.
3. Cassera M, Zheng B, Martinec D, Dunst C, Swanstr
om L. Surgical time independently affected by surgical team size. Am J Surg. 2009;198:
216-222.
4. ASA Physical Status Classication System. American Socety of Anesthesiologists. https://www.asahq.org/clinical/physicalstatus.htm. Accessed
October 21, 2014.
5. Mazzocco K, Petitti DB, Fong KT, et al. Surgical team behaviors and patient outcomes. Am J Surg. 2009;197(5):678-685.
RESULTS
We analyzed case- and patient-related data for 25 procedures
in general, thoracic, orthopedic, and pediatric surgical specialties (n 100). The total number of individuals in the
Table 2. Participants in Surgical Procedures Across
Four Specialties
All Participants
Number (%)
103
Type
RN
53
Anesthesia personnel
15
Surgical registrar/resident
Participants Shared Regularly Between Teams
12 (66.6)
RN
5 (27.8)
Anesthesia personnel
1 (5.6)
Surgical registrar
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Figure 1. A visual depiction of the combined individual team maps that provides a complete picture of team
relationships both within and across the four surgical specialties studied.
combined networks was 171. Of the 171 staff working within
these four specialties, 103 (60.2%) RNs, 53 (31.0%) anesthesia professionals, and 15 (8.8%) surgical registrars or residents (Table 2) were shared across all networks. Figure 1
depicts the combined individual team maps to provide a
complete picture of team relationships both within and
across the four surgical specialties. Across these teams, core
membership was characterized by members who regularly
worked together and also included members who were
shared across a number of the teams.
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The team map indicates that 12 RNs, one surgical registrar, and
ve anesthesia professionals were regularly shared across the four
surgical specialities (18/171; 10.5%), over the 100 procedures
(Table 2). The thicker edges (ie, lines) between members of the
pediatric and thoracic teams suggest that those members spent
more time working together. Data for the number of core
team members across each specialty indicated that the team
with the greatest number of core members was the thoracic
team (average four members), while the general surgery team
had the least number of core members for any given
Sykes et al
here has enabled us to depict team membership over a fourmonth period relative to core staff and peripheral team
members across four surgical specialties. These results build on
previous research that has focused on interdisciplinary stafng
characteristics17 and augments our understanding of team
structures among interacting health professionals and the
relationships between stafng variables. As such, this study
contributes to the current paucity of research in this
emerging area.
Range in Minutes
Median Interquartile
(Minutes)
Range
Minimum Maximum
General
Surgery
90
123
23
621
Orthopedics
109
63
27
163
Pediatric
38
54
185
Thoracic
56
45
12
166
DISCUSSION
This is one of the rst studies to describe team membership in
surgery using sociometric methods. The team map generated
Case Variable
Procedure Start Time
Length of Procedure
Number of S Members
Patients ASA Ratings
a
b
Length of
Procedure
in Minutes
Start
Time
Number of
Staff Members
Patients
American Society
of Anesthesiologists
(ASA)1 Rating Scores
1
0.03
0.16
0.13b
0.19
0.18
1
0.07
Reference
1. ASA Physical Status Classication System. American Society of Anesthesiologists. https://www.asahq.org/clinical/physicalstatus.htm. Accessed
October 21, 2014.
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www.aornjournal.org
www.aornjournal.org
Sykes et al
Limitations
We acknowledge that there are several limitations to using
this form of analysis to describe surgical team membership.
First, we have used sociometric analysis in a nontraditional
way. We did not measure typical attributes such as
interpersonal relations between individuals, the number of
times that members communicated with each other, or the
specic types of communications that occurred among
members. Although team maps provide useful insights about
team structure, they do not measure teamwork. Second, the
position of team members on the map was determined by
the total time worked together calculated in operating
minutes in each of the surgical specialties. Ultimately, it is a
Implications
Our innovative approach to using routinely collected data to
map team membership enables managers and leaders to visually see stafng patterns with the goal of improving decision
making around change management interventions, staff allocation, and team balance. First, by identifying team members
who are shared between surgical teams, it is possible to identify
change champions who can effectively support change initiatives across multiple teams in a consistent manner. Nurses,
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CONCLUSION
Through mapping team membership, it is possible to enhance
our understanding of the stability of team membership over
time. Thus, team mapping may be useful in guiding decisions
around team and task allocation. Our results suggest that
stafng numbers increased with procedural complexity and
duration. Managers should identify and implement scheduling
practices to better facilitate the continuity and regularity of
team membership, especially for the nurses in the team, to help
ensure better outcomes for the patient by providing a more
cohesive better-functioning team.
www.aornjournal.org
References
1. Salas E, DiazGranados D, Weaver SJ, King H. Does team training
work? Principles for health care. Acad Emerg Med. 2008;15(11):
1002-1009.
2. Gillespie BM, Chaboyer W, Longbottom P, Wallis M. The impact
of organisational and individual factors on team communication
in surgery: a qualitative study. Int J Nurs Stud. 2010;47(6):
732-741.
3. Aiken LH, Sloane DM, Bruyneel L, et al. Nurse stafng and
education and hospital mortality in nine European countries: a
retrospective observational study. Lancet. 2014;383(9931):
1824-1830.
4. Aiken LH, Clarke SP, Sloane DM, et al. Nurses reports on hospital
care in ve countries. Health Aff (Millwood). 2001;20(3):43-53.
5. Penoyer DA. Nurse stafng and patient outcomes in critical care: a
concise review. Crit Care Med. 2010;38(7):1521-1528.
6. Seago JA, Williamson A, Atwood C. Longitudinal analysis of nurse
stafng and patient outcomes: more about failure to rescue. J Nurs
Admin. 2006;36(1):13-21.
7. Macmillan J, Entin E, Serfaty D. Communication overhead: the
hidden cost of team cognition. In: Salas E, Fiore S, eds. Team
Cognition: Understanding the Factors That Drive Process and
Performance. Washington, DC: American Psychological Association; 2004:61-82.
8. Gillespie BM, Chaboyer W, Fairweather N. Interruptions and miscommunications in surgery: an observational study. AORN J.
2012;95(5):576-590.
9. Baker DP, Day R, Salas E. Teamwork as an essential component of
high-reliability organizations. Health Serv Res. 2006;41(4, pt 2):
1576-1598.
10. Mazzocco K, Petitti DB, Fong KT, et al. Surgical team behaviors
and patient outcomes. Am J Surg. 2009;197(5):678-685.
11. Gillespie BM, Chaboyer W, Fairweather N. Factors that inuence
the expected length of operation: results of a prospective study.
BMJ Qual Saf. 2012;21(1):3-12.
12. Fields CD. Sociometry 1937. Soc Psychol Quart. 2007;70(4):
326-329.
13. Lucius RH, Kuhnert KW. Using sociometry to predict team performance in the work place. J Psychol. 1997;131(1):21-32.
14. Hayrinen K, Saranto K, Nykanen P. Denition, structure, content,
use and impacts of electronic health records: a review of the
research literature. Int J Med Inform. 2008;77(5):291-304.
Sykes et al
15. Cassera MA, Zheng B, Martinec DV, Dunst CM, Swanstrom LL.
Surgical time independently affected by surgical team size. Am J
Surg. 2009;198(2):216-222.
16. Gillespie BM, Gwinner K, Fairweather N, Chaboyer W. Building
shared situational awareness in surgery through distributed dialog.
J Multidiscip Healthc. 2013;6:109-118.
17. Anderson C, Talsma A. Characterizing the structure of operating
room stafng using social network analysis. Nurs Res. 2011;60(6):
378-385.
18. Lingard L, Regehr G, Cartmill C, et al. Evaluation of a preoperative
team brieng: a new communication routine results in improved
clinical practice. BMJ Qual Saf. 2011;20(6):475-482.
19. Catchpole K. Task, team and technology integration in the paediatric cardiac operating room. Prog Pediatr Cardiol. 2011;32(2):
85-88.
20. Gillespie BM, Gwinner K, Chaboyer W, Fairweather N. Team
communications in surgerydcreating a culture of safety.
J Interprof Care. 2013;27(5). 387-393.
21. Borgatti SP, Halgin DS. On network theory. Organization Science.
2011;22(5):1168-1181.
22. Riley R, Manias E. Foucault could have been an operating room
nurse. J Adv Nurs. 2002;39(4):316-324.
23. Lingard L, Reznick R, Epsin S, Regehr G, DeVito I. Team
communications in the operating room: talk patterns, sites of
tension, and implications for novices. Acad Med. 2002;77(3):
232-237.
24. Gillespie BM, Chaboyer W, Wallis M, Chang A, Werder H. Managing the list: OR nurses dual role of coordinator and negotiator.
ACORN J. 2009;21(1):14-19.
25. Gillespie BM, Wallis M, Chaboyer W. Operating theater culture:
implications for nurse retention. West Nurs Res. 2008;30(2):
259-277.
26. Bastian M, Heymann S, Jacomy M. Gephi: An Open Source
Software for Exploring and Manipulating Networks. 2009. https://
gephi.org/publications/gephi-bastian-feb09.pdf. Accessed October
24, 2014.
27. Ibarra H, Andrews SB. Power, social inuence, and sense making:
effects of network centrality and proximity on employee perceptions. Admin Sci Qtrly. 1993;38(2):277-303.
28. Hawkins J. Uncovering the hidden secrets of an organization.
Strategic HR Review. 2008;7(6).
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CONTINUING EDUCATION
Back to Basics: Implementing
Evidence-Based Practice
LISA SPRUCE, DNP, RN, ACNS, ACNP, ANP, CNOR
2.2
www.aorn.org/CE
Continuing Education Contact Hours
Approvals
This program meets criteria for CNOR and CRNFA recertification, as well as other CE requirements.
AORN is provider-approved by the California Board of
Registered Nursing, Provider Number CEP 13019. Check with
your state board of nursing for acceptance of this activity for
relicensure.
Event: #15504
Session: #0001
Fee: Members $17.60, Nonmembers $35.20
The contact hours for this article expire January 31, 2018.
Pricing is subject to change.
Purpose/Goal
To provide the learner with knowledge specific to implementing evidence-based practice.
Objectives
Disclaimer
Accreditation
AORN is accredited as a provider of continuing nursing
education by the American Nurses Credentialing Centers
Commission on Accreditation.
AORN recognizes these activities as CE for RNs. This recognition does not imply that AORN or the American Nurses
Credentialing Center approves or endorses products mentioned
in the activity.
http://dx.doi.org/10.1016/j.aorn.2014.08.009
www.aorn.org/CE
ABSTRACT
As health care transitions from volume-based care to value-based care, it is
imperative that perioperative nurses implement evidence-based practices that support effective care. Implementing evidence-based practice is a challenge but improves patient outcomes, standardizes care, and decreases patient care costs.
Understanding how care interventions work and how to implement them is important to compete in todays health care market. This Back to Basics article discusses how to identify, review, and appraise research; make recommendations to
implement new practices; evaluate the outcomes of the implementations; and make
necessary changes to facilitate evidence-based practice. AORN J 101 (January 2015)
107-112. AORN, Inc, 2015. http://dx.doi.org/10.1016/j.aorn.2014.08.009
Key words: evidence-based practice, EBP, perioperative nursing, volume-based
care, value-based care.
http://dx.doi.org/10.1016/j.aorn.2014.08.009
January 2015
Vol 101
No 1
to justify why they practice a certain way by providing the rationale for their care. For example, if
a surgeon does not want to cover his hair with a
bouffant cap and asks the nurse to explain why, the
nurse can reply Because that is what our policy
says. Or the nurse can explain that there are several
research articles demonstrating that hair can harbor
bacteria that can be dispersed into the air when shed
and that completely covering hair on the head and
facial hair protects the patient from exposure to
potentially pathogenic microorganisms that can
cause surgical site infection. Providing the rationale
is far more likely to result in compliance with the
request than citing a policy that may be interpreted
by personnel as arbitrary.
Evidence-based practice also allows perioperative nurses to explain to patients the significance
of certain care instructions, which helps engage
patients in their care. Consider this example: a patient
is undergoing surgery for a fractured arm and is instructed to elevate the arm to prevent swelling. The
patient does not want to elevate her arm because it
is a difficult position to maintain and questions the
nurse as to why this must be done. The nurse could
say That is what your doctor has ordered. Or the
nurse could explain that raising the arm reduces
swelling that can occur when the arm is positioned
lower than the level of the heart (ie, the rationale
for elevating the arm), which could slow blood
flow (ie, using terminology that is easy to understand without using terms such as compromise or dependent edema). 2 This example shows
how EBP can be used at the bedside with every
patient and individualized based on the patients needs.
Evidence for patient care can be found in many
places. Published literature is the best source, but
there are EBP guidelines from professional organizations (eg, AORN Perioperative Standards and
Recommended Practices3) that have reviewed the
available evidence to produce guidelines appropriate for implementation. Other sources for EBP
are case studies, published clinician experiences,
and data that can be found in the facilitys electronic
108 j AORN Journal
SPRUCE
medical record or by performing a literature
search.
HOW-TO GUIDE
To implement EBP for any clinical practice, perioperative nurses should take the following steps.
Form a project team and identify the scope of
the project. Identify team members, leaders,
change agents, and any other specified team members. It is important to achieve buy-in from all
disciplines involved in the project. The EBP team
should agree on the scope, aim, and objectives
before beginning the project.
Identify the evidence. This can be done individually or with a team of nurses who are interested
in translating research into practice. Learning how
to navigate available databases can be a challenge,
and enlisting the help of a research librarian can be
a valuable resource.4
Conduct a rapid review. Abstracts can provide
a rapid summary of an articles evidence, and
nurses can use abstracts to determine which articles
are relevant to their topic or patient care issue. If
working with a team, team members should work
out a schedule for meetings and dividing the work
among team members who are available during the
identified work hours.4
Assign articles. Team members can conduct a
critical appraisal of each assigned article and can
focus on the quality of the articles by asking the
questions listed in Figure 1.
Use appraisal tools. Using appraisal tools such
as the ones used by AORN can be a great resource
for evidence appraisal (Supplemental Figures 1
and 2). Performing appraisal is important because
the evidence should be from credible sources and
peer-reviewed publications. AORNs tool for
rating appraised articles is presented in Figure 2.
Make practice recommendations. Identify
best practices; based on the evidence, the team
can determine which recommendations are best
www.aornjournal.org
Figure 1. AORNs tool for appraising evidence. Reprinted with permission. Copyright 2014, AORN, Inc. All
rights reserved.
n
n
n
SPRUCE
Figure 2. AORNs tool for rating articles. Reprinted with permission. Copyright 2014, AORN, Inc, 2170 S. Parker
Road, Suite 400, Denver, CO 80231. All rights reserved.
www.aornjournal.org
Figure 3. Advancing Research and Clinical Practice Through Close Collaboration (ARCC) model. Reprinted with
permission from Bernadette Mazurek Melnyk, PhD, RN, CPNP/PMHNP, FAANP, FNAP, FAAN, and Ellen FineoutOverholt, PhD, RN, FNAP, FAAN.
n
n
n
n
SPRUCE
WRAP-UP
As health care continues its progression toward
value-based practice, it is imperative for nurses to
implement EBP to drive improvement in patient
outcomes and increase reimbursement to facilities
and providers. Although change, including implementing EBP, is difficult, this Back to Basics
article addresses some strategies to implement and
sustain EBP.
Patient care must be standardized based on
what yields the best outcomes and what is costeffective; facilities that fail to provide evidencebased care will not survive in this new climate.
The health care system cannot continue to allow
individual practitioners to determine practice the
way they always have. Practitioners must prove
that what they are doing truly improves patient
outcomes and improves the health of perioperative patients.
SUPPLEMENTARY DATA
The supplementary figures associated with this
article can be found in the online version at http://
dx.doi.org/10.1016/j.aorn.2014.08.009.
References
1. Titler M. The evidence for evidence-based practice
implementation. In: RG Hughes, ed. Patient Safety and
Quality: An Evidence-Based Handbook for Nurses.
Agency for Healthcare Research and Quality. Rockville
MD: Agency for Healthcare Research and Quality; 2008.
2. Tame S. The importance of evidence-based practice in
healthcare. Technic J Oper Depart Pract. 2013;4(4):6-9.
3. Guidelines for Perioperative Practice. Denver, CO:
AORN, Inc; 2015.
4. Mong A, Pugh LC. Using evidence-based practice in the
OR: one nurses experience. OR Nurse J. 2013;7(6):12-16.
OR Nurse 2014, http://journals.lww.com/ornursejournal/
Citation/2013/11000/Using_evidence_based_practice_in_
the_OR__One.3.aspx. Accessed October 17, 2014.
5. Goode C, Harley J. Development of an integrated care
pathway for elective colorectal surgery. Gastrointest Nurs.
2009;7(6):38-44. Internurse.com. https://www.internurse
.com/cgi-bin/go.pl/library/abstract.html?uid43347.
Accessed October 17, 2014.
6. Wallen GR, Mitchell SA, Melnyk B, et al. Implementing
evidence-based practice: effectiveness of a structured
multifaceted mentorship programme. J Adv Nurs. 2010;
66(12):2761-2771.
Check back in March 2015 for the next Back to Basics topic: Procedural Sedation.
114.e1
Supplemental Figure 1. AORNs tool for evaluating non-research articles. Reprinted with permission. Copyright 2014, AORN, Inc, 2170 S. Parker Road,
Suite 400, Denver, CO 80231. All rights reserved.
114.e2
SPRUCE
114.e3
Supplemental Figure 2. AORNs tool for evaluating research articles. Reprinted with permission. Copyright 2014, AORN, Inc, 2170 S. Parker Road, Suite
400, Denver, CO 80231. All rights reserved.
114.e4
SPRUCE
ABSTRACT
The professional literature predicts worldwide perioperative nursing shortages.
Compounding this is the absence of perioperative curricula in most nursing programs,
which reduces new graduate interest in and awareness of employment opportunities
in the OR environment. Educators at a university and a large hospital system formed
an innovative partnership to create a pilot undergraduate nursing course to better
prepare nurses for the surgical setting. The course was offered in a condensedsemester format and included online activities, simulation experiences, classroom
discussions, and clinical experiences in a small group setting. Two of the four nursing
students in the course were hired directly into the perioperative setting after graduation, decreasing hospital costs related to recruitment and orientation. The success of
the course led to its integration into the undergraduate curriculum, thus providing
a valuable elective option for junior and senior nursing students, as well as
achieving a new model for perioperative nursing education. AORN J 101 (January
2015) 115-136. AORN, Inc, 2015. http://dx.doi.org/10.1016/j.aorn.2014.03.015
Key words: bachelor of science in nursing students, BSN students, BSN curriculum,
perioperative nursing students, simulated learning, perioperative skills, nursing
shortage.
http://dx.doi.org/10.1016/j.aorn.2014.03.015
January 2015
Vol 101
No 1
BALLeDOYLEeOOCUMMA
are hired into the OR, they may have unrealistic
expectations that can lead to dissatisfaction and
disappointment about the perioperative nurses role
and the reality of perioperative nursing.10
Another factor to consider is that nurses with no
previous exposure to perioperative nursing may
decide to quit midway through an intensive orientation program. This in turn creates a financial
burden on the health care facility because orienting
a nurse to the perioperative environment can cost
upward from $59,000 (D. Doyle, MS, RN, CNOR,
NE-BC; in-person communication; December 12,
2013).4 Thus, nurses who quit during an orientation
program can be a tremendous loss for a facility, not
only in dollars but also in human resources (as
discussed more in depth later in this article).
Results from a survey of OR leaders, which was
conducted at a 2012 perioperative nurse leader conference, confirmed the potential for a future shortage
of perioperative nurse leaders.5 Respondents (73.4%)
reported that they are current OR nurses who are
older than 50 years of age, 76% of respondents reported 20 or more years of nursing experience, and
approximately 65% of respondents reported that they
plan to retire in 10 years or less. These results suggest that the anticipated demand for nurse leaders
aligns with other nursing research related to the
perioperative nursing shortage.1,4,6,7,9
Changes in curricula standards for nursing education amplify concerns about the perioperative
nursing shortage.1,11,12 Because programs for an
associate degree in nursing (ADN) and a bachelor
of science in nursing (BSN) contain vast amounts
of professional and clinical information, educational institutions offer fewer courses in clinical
specialty areas.9 Rotations for clinical observation
experiences in the perioperative environment have
been eliminated from many BSN programs, and in
most cases, undergraduate nursing students are not
exposed to perioperative nursing at all during their
clinical or practicum experiences.1,4,9,11 Many individuals being oriented into specialty nursing
practice are recent graduates, and hospital administrators experience difficulty successfully filling
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Topics
1. Identify leadership skills needed to promote a safe perioperative environment and high-quality surgical care
(Essential II: Basic Organizational and Systems Leadership
for Quality Care and Patient Safety)1
2. Describe current evidence and best practices that provide
the foundation for perioperative nursing practice (Essential
III: Scholarship for Evidence-Based Practice)1
3. Explain patient care technology (eg, surgical devices,
equipment) needed during surgical procedures to maximize
clinical outcomes (Essential IV: Information Management
and Application of Patient Care Technology)1
4. Discuss the importance of meaningful communication and
active collaboration among the different surgical team
members to enhance high-quality and safe perioperative
patient care (Essential VI: Interprofessional Communication
and Collaboration for Improving Patient Health Outcomes)1
5. Exhibit the ethical and caring attributes of having a surgical
conscience when functioning in the perioperative environment (Essential VIII: Professionalism and Professional
Values)1
6. Assess the complexity and variations in the physical and
behavioral responses of patients and their families or signicant others to the surgical experience (Essential IX:
Baccalaureate Generalist Nursing Practice)1
1. American Association of Colleges of Nursing. The Essentials of Baccalaureate Education for Professional Nursing Practice. Washington, DC: American
Association of Colleges of Nursing; 2008.
2. Petersen C. Perioperative Nursing Data Set. 3rd ed. Denver, CO: AORN, Inc; 2011.
www.aornjournal.org
anesthesia;
perioperative assessment;
scrubbing, gowning, and gloving;
positioning the surgical patient;
safety in the surgical suite,
skin prep;
surgical instruments; and
sterilization and disinfection.27
Date/day/time
January 3
Thursday
7 AMe3:30 PM
Class 1: Simulation
January 4
Friday
7 AMe3:30 PM
January 7
Monday
7 AMe3:30 PM
January 8
Tuesday
7 AMe3:30 PM
January 9
Wednesday
7 AMe3:30 PM
January 10
Thursday
January 11
Friday
7 AMe3:30 PM
January 14
Monday
7 AMe1:30 PM
January 15
Tuesday
7 AMe3:30 PM
January 16
Wednesday
7 AMe3:30 PM
January 17
Thursday
7 AMe3:30 PM
Class 2: Simulation
6
7
10
11
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Didactic hrb
Day
Day
Date/day/time
12
January 18
Friday
8 AMe2:30 PM
January 21
Monday
January 22
Tuesday
7 AMe3:30 PM
January 23
Wednesday
7 AMe3:30 PM
January 24
Thursday
8e10:00 AM
January 25
Friday
8e11:00 AM
13
14
15
16
Didactic hrb
6
This three-week elective course was offered during the month of January, also known as the J term.
Total didactic hours 42, which is equivalent to three university credits; four clinical hours one didactic hour.
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Challenges
Committee members identified and discussed
the challenges of this new perioperative course
at the planning meetings. These challenges
included
n
BALLeDOYLEeOOCUMMA
Weather. The next challenge involved the unpredictability of weather during the month of
January in this midwestern state. Any course
offered during the winter has the potential for being
adversely affected by the weather. Even though
the course schedule was very intense to allow it to
be completed in three weeks, the planning team
identified, published, and reserved alternate dates
for students to attend backup classes if any were
missed because of inclement weather. If the university had to close because of weather, the simulation or clinical day also would be cancelled. In
the event of a cancelled class due to inclement
weather, students bore the responsibility of contacting their assigned preceptors so that rescheduling could be accomplished.
Enrollment limits. The planning team spent
considerable time discussing the limitations created
by the number of students who could be accommodated and the clinical experiences they would
have. Hospital-site restrictions for staffing and the
space necessary to accommodate the students were
also considered. Across the United States, student
access to perioperative clinical rotations has been
prevented by the high volume of surgical procedures
being performed, limitations on the number of
professionals allowed to be present during specific
procedures, the need for extra scrub attire to clothe
students, and the number of nurses already being
oriented who have priority for experience in surgical
rooms.1 This course represented the first time that
students were allowed to have a clinical experience
in the OR within this hospital systems campuses.
Therefore, ensuring that personnel in the various
perioperative areas were accepting of the students
was extremely important. The planning team worked
to help ensure that the students had a positive learning
experience, but they also worked hard to see that OR
personnel were supportive of these experiences, saw
them as valuable, and were minimally burdened by
the students presence. The planning team used
education and change management strategies to
discuss student presence in the OR and to identify
Class 1 (8 hr)
7e7:30 AM
Introductions
Class 2 (8 hr)
7e9 AM
Class 3 (8 hr)
7e11:30 AM
7:30e10 AM
(table continued)
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Class 1 (8 hr)
Class 2 (8 hr)
Class 3 (8 hr)
10 AMenoon
2:30e3:30 PM
11:30e12:30 PM Lunch
12:30e1:30 PM Airway management and assisting
the anesthesia professional
Presentation and simulation experience
(anesthesia professional)
1:30e3:30 PM
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Class 4 (6 hr)
8e10 AM
10e10:30 AM
10:30e11 AM
11e11:30 AM
11:30 AMenoon
Noone12:30 PM
12:30e2:30 PM
Class 5 (2 hr)
8e10 AM
The Universal Protocol for Preventing Wrong Site, Wrong Procedure, Wrong Person Surgery is a trademark of The Joint Commission, Oakbrook Terrace, IL.
PNDS Perioperative Nursing Data Set.
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BALLeDOYLEeOOCUMMA
Because each segment of the course was built on
the previous segment (eg, the assignments using the
AORN Periop 101 online modules prepared the
student for the classroom presentations), the classroom presentations reinforced this new information
and allowed students to discuss the material and ask
questions. By the time students entered the simulation laboratory to practice a specific skill, they
had the foundational information to demonstrate
their understanding of the concepts presented in
class. The simulation laboratory also provided a
safe setting for practice without the negative consequences of performing a skill incorrectly in the
clinical setting. The skills could be practiced over
and over until the student felt comfortable and
exhibited competence. Finally, the student entered
the clinical environment to perform the newly
learned perioperative skills in the real setting with
real surgical patients. The students clinical time
also allowed them to expand their knowledge of
perioperative nursing by experiencing the sequences of events during the actual care of a surgical patient, which cannot be learned in the
simulation laboratory.
During the courses first day of class, university
faculty introduced students to various settings in
the perioperative environment and the role of the
perioperative nurse. Perioperative practices are
evidence based; therefore, instructors explained
how to use the AORN Perioperative Standards and
Recommended Practices20 as a valuable resource
and also discussed ethics, professionalism, and
other expectations of a perioperative nurse. Other
topics covered were surgical attire, traffic patterns,
patient flow, responding to emergencies, and perioperative assessment. The students visited the
simulation laboratory to review zones within the
OR and identify routine surgical furniture and
equipment. The hospital educators enacted a simulated exercise portraying the different roles within
the surgical suite, along with how each professional
functions during a procedure. The students were
taught what is sterile and what is not sterile and
how to move within a surgical suite. Later in the
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BALLeDOYLEeOOCUMMA
charge of smoke evacuation. An industry representative from a laser company provided information about laser biophysics and safety. The students
again returned to the laboratory to observe the
setup of a carbon dioxide laser and then to practice
using this energy by writing their names on wet
tongue blades. They also compared the action of the
laser beam on the tissue with the electrosurgical
energy. Instructors discussed other energies used in
surgery, including ultrasonic and thermal (heat and
cryotherapy) energies. Next, the director of the
nurse anesthetist program along with a senior student nurse anesthetist presented a session about
airway maintenance and discussed how the perioperative nurse can best assist an anesthesia professional during induction. The students were then
shown the basics of intubation and were allowed to
try to intubate a simulation manikin to help understand how to best help an anesthesia professional during intubation. At the end of the class, the
students were able to use a laparoscopic simulator
while trying to perform a laparoscopic cholecystectomy. The students quickly realized the difficulty maneuvering instruments during laparoscopic
simulation.
During the J-term, the students were able to use
their perioperative knowledge and skills in the
surgical setting. The preceptors managed the students as they circulated and scrubbed for a variety
of different procedures. During the last week of the
course, the students took the final examination,
which was simulated. The four educators set up a
surgical scene portraying the roles of circulating
nurse, scrub nurse, surgeon, and anesthesia professional, with a simulator manikin as the patient.
The students were instructed to write down every
infraction noted (eg, attire, sterile technique,
sterile environment, communication) and were expected to find at least 15 errors during this scenario.
Some of the errors included
n
n
n
n
n
n
n
n
n
n
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all the skills taught during this course and the skills
next class. The student in the RN circulator role
they would be expected to perform in the final
was expected to perform the following skills:
simulation examination the next day. The students
n open sterile packs and supplies,
practiced all the skills, but seemed to focus on
n greet the patient,
gowning and gloving, along with patient preps,
n identify the patient,
because these tasks seemed to be more difficult
n move the patient onto the surgical bed (with
for the students to perform. After the practice seshelp from others),
sion, the students returned to the classroom to
n position the patient for a procedure,
discuss the final examination expectations with
n apply the ESU pad,
the four educators and the university faculty
n tie up the scrub persons gown,
member.
n remove the scrub persons contaminated glove,
On the last day of the course, the students took
n open another sterile glove for the scrub nurse,
the final simulation examination in the presence of
n participate in the count,
the four educators and the university faculty memn record the count on the white board,
ber. Instructors took two students at a time into the
n pour liquid onto sterile field, and
simulation room and observed as one student
n conduct the time out.
performed the role of
the scrub nurse while
The educators asked
the other served as
The most notable outcome was the increased questions during the
the RN circulator.
examination to test the
interest in perioperative nursing that led to
Then the students
students knowledge
two of the four senior nursing students who
switched roles so
of a particular skill
completed the course being hired by two of
that each student
or practice. After the
the hospital campuses.
had an opportunity
first two students were
to perform in each
finished, the other two
role. In the scrub nurse role, the student was
students experienced the same method of examinaexpected to perform the following skills:
tion. After completion of the final examination, instructors held a debriefing to highlight the experience
n open gown and gloves for donning after the
while answering any questions from the students.
scrub,
The university requires that a student achieve at
n scrub,
least a 77% total average for the coursework. In the
n dry their hands after the scrub,
clinical environment, the student also must achieve
n don a gown and use closed glove technique to
at least a satisfactory rating from the preceptor, on
don gloves,
a scale of outstanding, satisfactory, and unsatisn gown and glove another member of the team,
factory, to pass the course. All students performed
n request a contaminated glove be removed and
well according to their clinical preceptors and
then re-glove,
received A grades for this part of the course.
n participate in a sponge and sharps count,
Each of the three simulation classes was worth 15
n receive liquids onto the sterile field and label
points, the student presentation of a case study was
the liquid,
worth 15 points, the simulated quiz was worth 15
n participate in the time out, and
points, and the final simulation examination was
n remove a contaminated gown and gloves.
worth 25 points, for a total of 100 possible points
for the entire course. The university faculty memStudents were not asked to demonstrate passing
ber, together with input from the OR educators,
instruments; however, this will be included in the
AORN Journal j 131
The university added this course to the undergraduate nursing curriculum for a second J-term in
2014 and may consider offering it as a full semester
class in the future. Additionally, the university
intends to use this planning model to pilot other
elective courses for alternate specialty areas, such
as case management. The courses success has
increased the effectiveness of the partnership between the university and hospital system. The
cross-section of experience and knowledge within
the planning team offered a dynamic and diverse
group to help meet the programs goals.
132 j AORN Journal
BALLeDOYLEeOOCUMMA
Although a larger number of students completing
this pilot course would offer increased validity of the
identified outcomes, the positive effects of this
partnership are evident. The most notable outcome
for the hospital system was the increased interest in
perioperative nursing that led to two of the four
senior nursing students who completed the course
being hired by two of the hospital campuses. Hiring
these graduating nursing students reduced the
human resource costs of recruiting and hiring nurses
for the perioperative area. Orientation time for new
perioperative nurses can be extensive. Although the
nurse staffing numbers and vacancies may be lower
than within other hospital departments, the orientation length in the perioperative environment is
often five to six times longer (eg, the average orientation time usually reported in this hospital system for perioperative nurses is approximately six
to 12 months because of the intensity of skills required; D. Doyle, MS, RN, CNOR, NE-BC; in
person communication; December 12, 2013). Following the course experiences and interactions with
perioperative leaders and staff members, the orientation time for these two newly hired nurses was
determined to be four to eight months. The reduced
orientation time resulted in the newly hired nurse
becoming functional much sooner, which resulted
in improved productivity for both the preceptor and
the new nurse. Additionally, because the course
also eliminated the talent search process and reduced the application process, the hospital system
also realized a reduced cost in human resource
efforts. The exact dollar figure is undetermined, but
includes human resource and OR manager staffing
time for recruitment, interviewing, and the application process. The two students who did not
chose perioperative nursing went into other
areas. One went into intensive care nursing while
the other student is currently pursuing ministry
with plans that include also working as a perioperative nurse in the future.
Additional outcomes of this perioperative nursing
course included opportunities to offer senior
practicum and nursing electives in various specialty
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Ambulatory Takeaways
Ambulatory Perioperative Nursing Programs
The shortage of nurses is critical in all practice settings, but especially in perioperative practice.
Approximately 75% of perioperative nurses are 50 years of age or older, and 65% will retire within the
next 10 years.1 Experts anticipate a perioperative nursing shortage if some type of clinical education is
not introduced to nursing students. Ball et al2 have described a program to address these issues.
Current education models do not offer an adequate amount of perioperative clinical experience
to nursing students. This lack of clinical exposure (eg, two days of observation versus four to six
weeks of clinical training for other specialties) combined with the limited resources and busy
schedules of managers in ambulatory surgical centers (ASCs) lead to new or inexperienced nurses
not being qualified for perioperative positions. Solutions are needed to address this issue of staffing
ORs with qualified perioperative nurses, but especially in the ASC setting.
One approach to recruiting nurses to a particular specialty practice area is to expose student nurses to the
specialty to gain skills and evaluate whether the specialty interests them. Many hospitals have started
offering specialty practice apprentice programs to student nurses during summer break to introduce them
to a specialty area. In a perioperative apprenticeship program, students undergo four weeks of didactic
learning on sterile technique, OR hazards, and basic OR skills. The students are then assigned to
participate, with supervision, in surgical procedures. Graduates of these programs often apply for positions
in the OR at which they apprenticed. Personnel in ASCs can implement programs like these to expand their
pool of nurses to recruit. Although these graduate nurses would need further clinical orientation after being
hired, they would have knowledge of the specialty and some practical skills, thus reducing the amount of
time required for their orientation. Another approach to recruiting ambulatory nurses is for ASCs to partner
with nursing schools to provide students with clinical opportunities in the ambulatory setting. Students
could elect to participate in these programs during their last six weeks of clinical experiences.
Ambulatory surgery centers often have less training and orientation resources available compared with
hospitals (eg, hiring outside educators, paying for staff members to attend conferences or programs) and
therefore must find economical yet effective solutions for orienting new staff members. A perfect resource is
AORNs Periop 101: A Core CurriculumTM.3 The training modules in this education program can serve as a
didactic resource for ASC personnel to use together with mentoring from experienced nurses in providing
new nurses with the cross-training needed to work in an ASC. In this manner, ASCs can participate in
educating students to the OR and also be proactive in responding to the perioperative nursing shortage.
Editors note: Periop 101: A Core Curriculum is a trademark of AORN, Inc, Denver, CO.
Brandi Cunningham, MBA, MHA, RN, BSN, is the administrator and director of nursing of a
single-specialty ASC in Winston-Salem, NC. Ms Cunningham has no declared affiliation that could
be perceived as posing a potential conflict of interest in the publication of this article.
1. Sherman RO, Patterson P, Avitable T, Dahl J. Perioperative nurse leader perspectives on succession planning: a call to action. Nurs
Econ. 2014;32(4):186-203.
2. Ball K, Doyle D, Oocumma N. Nursing shortages in the OR: solutions for new models of education. AORN J. 2015;101(1):115-136.
3. Periop 101: A Core CurriculumTM. AORN, Inc. http://www.aorn.org/Periop101/. Accessed September 16, 2014.
BALLeDOYLEeOOCUMMA
preceptors indicated reduced personal anxiety related to hiring new graduates. The students consistently
reported that the relationships developed with the
preceptors and the OR educators contributed to
their increased confidence and their plans to seek
employment in a perioperative environment. Different from other perioperative courses, the application of Kolbs experiential learning theory to
simulated course experiences may have fostered the
students higher level of thinking and reflection and
therefore may have affected the faculty and staff
members positive observations and feedback.
The students also rated each of the AORN
Periop 101 modules they reviewed. Analysis of the
data showed that all modules received ratings from
3.25 to 4 on a 4-point Likert scale, with 4 being the
highest. The highest-rated module was Perioperative Assessment, and the lowest-rated modules
(even though these ratings were still very positive)
were Positioning the Surgical Patient and Surgical
Instruments. The students suggested that videos be
used to help understand the positioning practices
and devices in more detail. The students rated the
simulation experiences as the best learning activities in the course. They also rated the quiz that
challenged their knowledge to pick faulty practices
very highly and settings in the simulated intraoperative scene as contributing to the students
sense of a surgical conscience. One student, who
delivered the universitys 2013 student commencement address, proclaimed his experience as exceptional. Another student remarked, The course
brings in a breath of new, fresh air as we never were
given the opportunity to be fully exposed to the OR
in other courses. Yet another commented, I
would greatly recommend this course to other
students. The students also rated the clinical experiences very high and stated that they provided
valuable learning opportunities about the role of
the perioperative nurse. Students also gave the final
examination high ratings. They said that they much
preferred simulated testing compared with completing a written test. Faculty members are using
these comments along with face-to-face interviews
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References
1. Holmes SP. Implementing a perioperative nursing elective in a baccalaureate curriculum. AORN J. 2004;80(5):
902-910.
2. Blegeberg B, Blomberg A, Hedelin B. Nurses conceptions of the professional role of operating theatre and
psychiatric nurses. V
ard i Norden. 2008;28(3):9-13.
3. Thompson JA. Why work in perioperative nursing? Baby
boomers and Generation Xers tell all. AORN J. 2007;
86(4):564-586.
4. Messina BM, Ianniciello JM, Escallier LA. Opening the
doors to the OR: providing students with perioperative
clinical experiences. AORN J. 2011;94(2):180-188.
5. Sherman RO, Patterson P, Avitable T, Dahl J. Perioperative nurse leader perspectives on succession planning: a
call to action. Nurs Econ. 2014;32(4):186-203.
6. Happell B. Student interest in perioperative nursing practice as a career. AORN J. 2000;71(3):600-605.
7. New Zealand Nurses Organisation. Shortage of perioperative nurses predicted. Kai Tiaki Nurs N Z. 2010;16(9):
9. http://www.highbeam.com/doc/1G1-241179347.html.
Accessed August 4, 2014.
8. Ruth-Sahd LA, Wilson G. Collaborative educational
initiative: developing and implementing a perioperative
nursing course for baccalaureate nursing students. J Perianesth Nurs. 2013;28(2):59-66.
BALLeDOYLEeOOCUMMA
24. Scherer YK, Bruce SA, Graves BT, Erdley WS. Acute
care nurse practitioner education: enhancing performance
through the use of clinical simulation. AACN Clin Issues.
2003;14(3):331-341.
25. Bambini D, Washburn J, Perkins R. Outcomes of clinical
simulation for novice nursing students: communication,
confidence, clinical judgment. Nurs Educ Perspect. 2009;
30(2):79-82.
26. Pugsley KE, Clayton LH. Traditional lecture or experiential learning: changing student attitudes. J Nurs Educ.
2003;42(11):520-523.
27. Periop 101: The Essential Perioperative Nursing
Program. AORN, Inc. http://www.aorn.org/periop101/.
Accessed August 14, 2014.
SPECIAL REPORT
A Perspective on Surgical Site Infection Prevention
reduce the risk from airborne contaminants, expanding environmental cleaning protocols to address all
surfaces in large hybrid ORs, implementing methods
to decrease turnover time without increasing the risk
of HAIs, implementing ultraviolent (UV) technology
during terminal cleaning, and following the manufacturers instructions for use (IFU) during instrument
reprocessing in the sterile processing department.
STAPHYLOCOCCUS AUREUS AND OTHER
MULTIDRUG-RESISTANT ORGANISMS
Staphylococcus aureus is considered to be the
most significant pathogen associated with SSIs.11
Epidemiological studies have shown that most SSIs
are caused by strains of S aureus that are brought
into the hospital environment by patients themselves.12 Because S aureus is a significant cause
of SSIs and is inherently present in the health
care setting, the perioperative environment itself
can be a potential risk factor for SSI. Because
of this, environmental risk reduction strategies
are key in helping protect patients from SSIs
related to S aureus and other pathogens in the
surgical setting.
In health care settings, MRSA can cause serious
and potentially life-threatening infections, such as
pneumonia, bloodstream infections, and SSIs. In
2007, the Veterans Administration implemented
the MRSA Prevention Initiative (now called the
MDRO Prevention Initiative), which resulted in
http://dx.doi.org/10.1016/j.aorn.2014.10.009
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No 6
n
n
ENVIRONMENTAL CLEANING IN A
HYBRID OR
Interest in hybrid ORs has grown in recent years,
fueled by the rising demand for minimally invasive
604 j AORN Journal
SPENCEReEDMISTON
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SPENCEReEDMISTON
department during surveys by The Joint Commission
and Centers for Medicare & Medicaid Services.
One of the most important practices associated
with reprocessing complex surgical instruments is
following the manufacturers IFU and making sure
they are available in the area where the instruments
will be reprocessed, whether that is the sterile
processing department or the OR. The manufacturers IFU provide detailed information related to
critical reprocessing elements such as brush type,
water temperature, and enzymatic solution, as well
as detailed cleaning procedures. Many national
organizations, including the Association for the
Advancement of Medical Instrumentation23 and
AORN,24 recommend following the manufacturers
IFU. AORN recommends that devices should be
cleaned, decontaminated, inspected, packaged,
sterilized, and stored in a controlled environment in
accordance with the manufacturers written IFU.24
In addition, AORN recommends that the manufacturers IFU for handling and reprocessing should
be obtained and evaluated before purchasing surgical instruments to ensure that the equipment
can be cleaned and reprocessed in the health care
facility.24,25
PERIOPERATIVE NURSING IMPLICATIONS
Perioperative nurses play a vital role in helping to
ensure a clean and safe environment in the surgical
suite. In addition to practicing good hand hygiene,
perioperative personnel must address potential infection issues caused by having patients in the
preoperative holding area who require isolation
precautions; the environment must be thoroughly
cleaned and disinfected between each patient. Daily
routine cleaning of the environment is a shared
endeavor between perioperative and environmental
department personnel. In the OR, RN circulators
ensure that room turnover is performed properly
and terminal cleaning is performed on a daily basis.
All equipment being brought into an OR has to
be wiped down with a disinfectant to remove dust
and contaminants. In the postanesthesia care unit,
nurses ensure that the environment is kept clean
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Strive to eliminate all pathogens from the perioperative environment with use of state-of-theart cleaning products and strict adherence to
evidence-based processes.
n Use varied strategies to reduce airborne contaminants in the perioperative environment.
n Evaluate the use of UV-C light to enhance
terminal disinfection of ORs.
n Ensure that manufacturers IFU are followed
when reprocessing complex surgical instruments.
It takes teamwork, leadership, accountability, and
commitment to make the OR a safe environment
that is free of exogenous contaminants and to ensure that personnel adhere to aseptic techniques and
practices.
References
1. Kim KH, Fekety R, Batts DH, et al. Isolation of Clostridium difficile from the environment and contacts of
patients with antibiotic-associated colitis. J Infect Dis.
1981;143(1):42-50.
2. Neely AN, Maley MP. Survival of enterococci and
staphylococci on hospital fabrics and plastic. J Clin
Microbiol. 2000;38(2):724-726.
3. Weber DJ, Rutala WA. Role of environmental contamination in the transmission of vancomycin-resistant enterococci. Infect Control Hosp Epidemiol. 1997;18(5):306-309.
4. Datta R, Platt R, Yokoe DS, Huang SS. Environmental
cleaning intervention and risk of acquiring multidrugresistant organisms from prior room occupants. Arch
Intern Med. 2011;171(6):491-494.
5. Huang SS, Datta R, Platt R. Risk of acquiring antibioticresistant bacteria from prior room occupants. Arch Intern
Med. 2006;166(18):1945-1951.
6. Carling PC. Evaluating the thoroughness of environmental cleaning in hospitals. J Hosp Infect. 2008;68(3):
273-274.
7. Carling PC, Parry MF, Von Beheren SM. Identifying
opportunities to enhance environmental cleaning in 23
acute care hospitals. Infect Control Hosp Epidemiol.
2008;29(1):1-7.
8. Ritter MA, Olberding EM, Malinzak RA. Ultraviolet
lighting during orthopaedic surgery and the rate of
infection. J Bone Joint Surg Am. 2007;89(9):1935-1940.
9. Nerandzic MM, Cadnum JL, Pultz MJ, Donskey CJ.
Evaluation of an automated ultraviolet radiation device
for decontamination of Clostridium difficile and other
healthcare-associated pathogens in hospital rooms. BMC
Infect Dis. 2010;10:197.
10. Boyce JM, Havill NL, Moore BA. Terminal decontamination of patient rooms using an automated mobile UV
light unit. Infect Control Hosp Epidemiol. 2011;32(8):
737-742.
11. Sievert DM, Ricks P, Edwards JR, et al. Antimicrobialresistant pathogens associated with healthcare-associated
infections: summary of data reported to the National
Healthcare Safety Network at the Centers for Disease
Control and Prevention, 2009-2010. Infect Control Hosp
Epidemiol. 2013;34(1):1-14.
12. Sexton T, Clarke P, ONeill E, Dillane T, Humphreys H.
Environmental reservoirs of methicillin-resistant Staphylococcus aureus in isolation rooms: correlation with
patient isolates and implications for hospital hygiene.
J Hosp Infect. 2006;62(2):187-194.
13. Jain R, Kralovic SM, Evans ME, et al. Veterans Affairs
initiative to prevent methicillin-resistant Staphylococcus
aureus infections. N Engl J Med. 2011;364(15):1419-1430.
14. Recommended practices for environmental cleaning. In:
Perioperative Standards and Recommended Practices.
Denver, CO: AORN, Inc; 2014:255-276.
15. Edmiston CE, Seabrook GR, Cambria RA, et al. Molecular epidemiology of microbial contamination in the
operating room environment: is there a risk for infection? Presented at the 62nd Annual Meeting of the
Central Surgical Association; Tucson, AZ; March
10-12, 2005.
16. Whyte W, Hodgson R, Tinkler J. The importance of
airborne bacterial contamination of wounds. J Hosp
Infect. 1982;3(2):123-135.
17. Lidwell OM, Lowbury EJ, Whyte W, Blowers R, Stanley SJ,
Lowe D. Airborne contamination of wounds in joint
replacement operations: the relationship to sepsis rates.
J Hosp Infect. 1983;4(2):111-131.
18. Allen G. Implementing AORN recommended practices for
environmental cleaning. AORN J. 2014;99(5):570-582.
19. Spruce L. Back to basics: environmental cleaning. AORN
J. 2014;100(1):54-64.
CONTINUING EDUCATION
Back to Basics:
Implementing the Surgical
Checklist
1.7
www.aorn.org/CE
Continuing Education Contact Hours
Approvals
This program meets criteria for CNOR and CRNFA recertification, as well as other CE requirements.
AORN is provider-approved by the California Board of
Registered Nursing, Provider Number CEP 13019. Check with
your state board of nursing for acceptance of this activity for
relicensure.
Event: #14542
Session: #0001
Fee: Members $13.60, Nonmembers $27.20
Purpose/Goal
To provide the learner with knowledge of best practices related
to implementing a surgical checklist.
Objectives
1. Discuss common areas of concern that relate to perioperative best practices.
2. Discuss best practices that could enhance safety in the
perioperative area.
3. Describe implementation of evidence-based practice in
relation to perioperative nursing care.
Disclaimer
Accreditation
AORN is accredited as a provider of continuing nursing
education by the American Nurses Credentialing Centers
Commission on Accreditation.
AORN recognizes these activities as CE for RNs. This recognition does not imply that AORN or the American Nurses
Credentialing Center approves or endorses products mentioned
in the activity.
http://dx.doi.org/10.1016/j.aorn.2014.06.020
November 2014
Vol 100
No 5
Back to Basics:
Implementing the Surgical
Checklist
LISA SPRUCE, DNP, RN, ACNS, ACNP, ANP, CNOR
1.7
www.aorn.org/CE
ABSTRACT
Surgery is complex and technically demanding for all team members. Surgical
checklists have been implemented with different degrees of success in the perioperative setting. There is a wealth of evidence that they are effective at preventing patient
safety events and helping team members master the complexities of modern health
care. Implementation is key to successful use of the surgical checklist in all invasive
procedural settings. Key strategies for successful checklist implementation include
establishing a multidisciplinary team to implement the checklist, involving surgeon
leaders, pilot testing the checklist, incorporating feedback from team members to
improve the process, recognizing and addressing barriers to implementation, and offering coaching and continuous feedback to team members who use the checklist.
Using these strategies will give the perioperative nurse, department leaders, and surgeons the tools to implement a successful checklist. AORN J 100 (November 2014)
466-473. AORN, Inc, 2014. http://dx.doi.org/10.1016/j.aorn.2014.06.020
Key words: surgical checklist, time out, surgical errors, preventing surgical error.
No 5
Figure 1. The WHO Surgical Safety Checklist. Reprinted with permission from the World Health Organization, Geneva, Switzerland.
SPRUCE
No 5
Figure 2. The AORN Comprehensive Surgical Checklist. Reprinted with permission from AORN, Inc. Copyright 2014. All rights reserved.
SPRUCE
No 5
n
n
n
n
n
n
BENEFITS
The effect of surgical checklists on patients and
their safety has been demonstrated in many
www.aornjournal.org
Figure 3. This Whats Wrong with This Picture? illustration suggests some of the reasons that checklists fail to
prevent surgical errors.
n
n
No 5
SPRUCE
Videos
n Harvard team using the WHO Surgical Safety Checklist. Lifebox
Foundation. https://www.youtube.com/watch?vwgqIkhkXYMQ.
n How not to perform the WHO Safe Surgery Checklist.
WHOSurgeryChecklist. https://www.youtube.com/watch?
vDOGJMOMHDJk.
n WHO surgery saves lives checklist. WHOSurgeryChecklist.
https://www.youtube.com/watch?vCIFhLUiT8H0.
Web access verified June 11, 2014.
www.aornjournal.org
8.
9.
10.
11.
12.
13.
.gov/index.cfm/glossary-of-terms/?pageactionshow
term&termid57. Accessed July 16, 2014.
Klei WA, Hoff RG, van Aarnhem EE, et al. Effects of
the introduction of the WHO Surgical Safety Checklist
on in-hospital mortality. Ann Surg. 2012;255(1):44-49.
Lubbeke A, Hovaguimian F, Wickboldt N, et al. Effectiveness of the Surgical Safety Checklist in a high standard care environment. Med Care. 2013;51(5):425-429.
Treadwell JR, Lucas S, Tsou AY. Surgical checklists:
a systematic review of impacts and implementation.
Br Med J. 2014;23(4):299-318.
Urbach D, Govindarajan A, Saskin R, Wilton A, Baxter N.
Introduction of surgical safety checklists in Ontario,
Canada. N Engl J Med. 2014;370(11):1029-1038.
Leape LL. The checklist conundrum. N Engl J Med.
2014;370(11):11.
Conley D, Singer S, Edmondson L, Berry W,
Gawande A. Effective surgical safety checklist implementation. J Am Coll Surg. 2011;212(5):873-879.
Check back in January 2015 for the next Back to Basics topic: Evidence-Based Practice.
ABSTRACT
Effective on-call clinical staffing is critical to providing perioperative services to
patients requiring emergency surgical care. Without careful monitoring of
continuous work hours and hours worked per week, staffing practices can
adversely affect the ability of personnel to function and provide care. Managers
and perioperative personnel must carefully evaluate their on-call schedule to
ensure the provision of safe medical care for their patients. Perioperative leaders
at two hospitals partnered to create a safety guideline for on-call staffing practices,
which includes zone guides for determining workload intensity. This guideline has
served to help managers evaluate the general safety of their staffing plan and
identify on-call practices that may need improvement or support in their areas of
responsibility. Key recommendations from the guideline can help perioperative
managers at other facilities establish clinical staffing plans and on-call practices
that are safe and effective. AORN J 100 (October 2014) 369-375. AORN, Inc,
2014. http://dx.doi.org/10.1016/j.aorn.2013.08.020
Key words: on-call practices, call staffing, safe staffing levels, on-call guidelines,
call shifts, extended work hours, off-shift schedules, continuous work hour practices,
call coverage, zone guide.
http://dx.doi.org/10.1016/j.aorn.2013.08.020
October 2014
Vol 100
No 4
No 4
OLMSTEAD ET AL
www.aornjournal.org
TABLE 1. Zone Guide for Determining Workload Intensity and Safe On-Call Practices
Green Zone (ie, usual
and customary practice)
Yellow Zone
(ie, unusual practice)
0e10
0e48
11e20
49e55
20
55
0e12
12e16
16
12
8e12
<8
Weekly
Biweekly
Monthly or less
Staffing time
Number of call shiftsa per month
Hours worked in a week (ie, regular work hours plus call hours)
Duration of continuous work
hours per day
Recuperative, off-duty hours between the last hour of a shift
worked and the start of the next
shift assigned
Frequency with which the on-call
employee performs the types
of procedures during regular
practice hours that they are
assigned to cover on call
a
No 4
OLMSTEAD ET AL
Although most employees can cite instances of
having worked more than 60 hours in seven consecutive days, managers should closely monitor
staffing situations in which employees are working
hours that place them in the Red Zone. All managers continuously monitor the schedules they
create. Arranging for staff member relief is ideal
but cannot be guaranteed; this guideline provides
managers facing this problem some support
when talking to administrators about needing
more personnel.
Working More Than 16 Continuous Work
Hours
Scheduling employees to work for more than 16
continuous hours is generally avoided except in the
instance of 12-hour shift employees who are on call
after their scheduled shifts.2 Depending on the
history and scheduling needs of the department,
limiting 12-hour shifts may not be possible. Thus, it
is important for managers to monitor continuous
work hours with specific concern for employees
whose hours frequently extend past 16 continuous
work hours. For example, working a 12-hour shift,
staying late to finish a procedure that has exceeded
its scheduled time, and then having a call shift to
cover can easily amount to a 16-hour day. Managers
should focus on reducing the routine occurrences
of 16 continuous work hours if possible. This is
difficult because managers have no way of knowing
whether an employee will work late on-call hours;
however, managers can try to send the employee
home early the next day but cannot guarantee it.
Being On Call and Covering Scheduled
Procedures Without Adequate Rest
The period between the employees last on-call
procedure and his or her next regularly scheduled
shift is the most difficult situation facing on-call
personnel because often employees do not get adequate recuperation. For example, a perioperative
nurse may be called in at midnight to cover an open
heart procedure that finishes at 5 AM and still be
scheduled to cover a full days work that begins at
www.aornjournal.org
during their on-call shift. Although this recom7 AM. Guaranteeing that the nurse has an eightmendation seems intuitively obvious, as instituhour recuperation interval between the last hour
tional finances become increasingly scrutinized,
workedd5 AM in this scenariodand the next
adequate staffing may not occur. Participating in
scheduled shift would necessitate cancelling the
on-call procedures requires personnel to have
7 AM procedure if no other staff member were
routine exposure to procedures in the specialty area
available to cover for the nurse. For this reason, no
that is likely to be seen during the assigned call
hospital guarantees an RN will be sent home the
shift, and managers should validate team member
day after a late night of on-call procedures. Because
competencies to ensure the same level of compeof critical patient care needs, the manager is faced
tency in on-call prowith balancing the
cedures as they do
safety of the employee
working with little or Providing a rest area for on-call team members for regularly schedno rest against delay- can help reduce fatigue; however, rest areas in uled procedures. For
example, an RN with
ing or cancelling the
hospitals are becoming increasingly rare and
scheduled patients
more difficult to acquire and maintain because competency in general
of budget and space constraints.
surgery who is assigned
surgery the next
on-call coverage for
morning. For this
open heart procedures
reason OR managers
may not have the required training. This lack of
should make every attempt to limit this situation
training could lead to an adverse clinical outcome
whenever possible. If the manager cannot guaror sentinel event during an after-hours emergent
antee adequate recuperation after an on-call shift,
situation.
he or she usually can arrange for the employee to
The matter of maintaining competency is diffibe relieved shortly after his or her next regularly
cult for managers to address. Managers must have
scheduled shift to prevent tired employees from
a process in place for determining how many open
having to complete their entire scheduled shift
heart procedures a team member must participate
and to ensure a safe working environment.
with to ensure continued competency. The folWhen a situation such as the preceding scenario
lowing scenario will help illuminate this problem.
arises, the manager should focus his or her efforts
A nurse who previously worked on the open
on relieving the nurse on duty as soon as possible to
heart surgery team for five years switched to a
limit the amount of time that the nurse is required
general surgery call team four years prior. The
to work without rest. Another managerial considnurse volunteers to pick up two holiday weekends
eration is providing a sleep room for team members
of open heart on-call time because her family will
who are on call and may have inadequate recube out of town. The question that arises, after four
peration time between their last call hour worked
years, is the nurse competent to cover an emergent
and their next scheduled work shift. Providing a
open heart surgery procedure? This question is
rest area for on-call team members can help reduce
practitioner specific; however, our interviews with
fatigue; however, rest areas in hospitals are bevarious perioperative directors indicated the folcoming increasingly rare and more difficult to aclowing levels of frequency in determining suitable
quire and maintain because of budget and space
competency of on-call personnel:
constraints.
Inexperienced On-Call Staff
On-call team members should have experience
routinely performing procedures that may occur
OLMSTEAD ET AL
No 4
practices to ensure safety for patients, team members, physicians, the hospital, and, ultimately, the
community. Health care is experiencing tumultuous
change, and careful and consistent provision of safe
staffing and on-call practices are perhaps more
important now than ever before. As health care
reimbursement dollars are stretched thinner and
thinner, the struggle to provide a strong bottom line
along with a safe patient care environment will
force managers to scrutinize every aspect of staffing
for better efficiency and safety. In addition, the
recommendations shared in this article are meant to
provide a working model with which managers can
collaborate with senior leaders to provide highquality health care for their communities. Managers
who have ways to improve staffing plans and oncall practices are encouraged to e-mail us: John
Olmstead (jolmstead@comhs.org), Deborah Falcone
(dfalcone@comhs.org), Jacy Lopez (jlopez@comhs
.org), Linda Mislan (lmislan@comhs.org), Marialena
Murphy (murphy.marialena@mayo.edu), and
Toni Acello (acelloto@einstein.edu).
Editors note: Magnet is a trademark of the
American Nurses Credentialing Center, Silver
Spring, MD.
References
1. Surgical Services Section, Delivery of Service, Conditions
of Participation, Centers for Medicare & Medicaid Services.
CFR 482.51b. CMS.gov. http://www.cms.gov/Regulations
-and-Guidance/Guidance/Manuals/downloads/som107ap_
a_hospitals.pdf. Accessed July 17, 2014.
2. AORN guidance statement: safe on-call practices in perioperative practice settings. In: Perioperative Standards
and Recommended Practices. Denver, CO: AORN, Inc;
2014:611-613.
3. Oliver EL. Scheduling employees for weekend and on-call
work. AORN J. 1986;44(2):301-303.
4. Mathias J. Creative call plans help to keep OR staff. OR
Manager. 2003;19(3):25.
5. Mathias J. New on-call plan helps to stabilize the staff and
budget. OR Manager. 2013;29(4):14-15.
6. Mathias J. ORs modifying on-call practices to recruit and
retain nursing staff. OR Manager. 2013;29(4):1, 12-13.
7. Dexter F, ONeill L. Weekend operating room on call
staffing requirements. AORN J. 2001;74(5):664-665,
668-671.
8. Wysocki A. Revising the surgical registrar on-call roster.
ANZ J Surg. 2010;80(7-8):490-494.
www.aornjournal.org
CONTINUING EDUCATION
Hemostatic Agents: A Guide
to Safe Practice for
Perioperative Nurses
3.0
www.aorn.org/CE
Continuing Education Contact Hours
Approvals
This program meets criteria for CNOR and CRNFA recertification, as well as other CE requirements.
AORN is provider-approved by the California Board of
Registered Nursing, Provider Number CEP 13019. Check with
your state board of nursing for acceptance of this activity for
relicensure.
Event: #14527
Session: #0001
Fee: Members $24, Nonmembers $48
The CE contact hours for this article expire August 31, 2017.
Pricing is subject to change.
Purpose/Goal
To provide the learner with knowledge specific to the effective
management of bleeding during operative and other invasive
procedures and the use of hemostatic agents to augment the
patients natural clotting abilities.
Objectives
1. Discuss why hemostasis is needed during operative and
other invasive procedures.
2. Describe the basic mechanisms that naturally occur to
promote hemostasis.
3. Discuss the clinical indications for the use of hemostatic
agents.
Disclaimer
Accreditation
AORN is accredited as a provider of continuing nursing
education by the American Nurses Credentialing Centers
Commission on Accreditation.
AORN recognizes these activities as CE for RNs. This recognition does not imply that AORN or the American Nurses
Credentialing Center approves or endorses products mentioned
in the activity.
http://dx.doi.org/10.1016/j.aorn.2014.01.024
August 2014
Vol 100
No 2
www.aorn.org/CE
ABSTRACT
Perioperative hemostasis, the effective management of bleeding during operative
and other invasive procedures, can involve the use of blood, blood products, and
hemostatic agents to augment the patients natural clotting abilities. Currently, more
than 50 hemostatic products are available in the marketplace and dozens more are in
development. It is important for perioperative nurses to understand each of the
hemostatic agent categories and their actions, properties, applications, and limitations. This article provides an overview of the normal coagulation process (ie,
clotting cascade) that is activated by the body when there is a bleeding episode; the
management of blood products and the rationale for reducing their use; the financial
implications of hemostatic agent use; and how these agents are used, their clinical
indications, and potential complications from their use. AORN J 100 (August 2014)
132-144. AORN, Inc, 2014. http://dx.doi.org/10.1016/j.aorn.2014.01.024
Key words: clotting cascade, bleeding, hemostasis, hemostatic agents.
August 2014
Vol 100 No 2
www.aornjournal.org
difficult to control occurs when the patient experiences diffuse venous bleeding. This can result in
coagulopathy, which develops because the body is
unable to compensate for the rapid consumption
and dilution of platelets and coagulation factors
during an emergent bleeding episode.6 Therefore, it
is imperative to control bleeding and achieve hemostasis as quickly as possible to avoid the complications of coagulopathy. When a vessel is
damaged either by accident (eg, trauma) or by
intention (eg, surgical incision), basic mechanisms
occur naturally to promote hemostasis: vasoconstriction, the formation of a platelet plug, and
coagulation.7
Vasoconstriction
After vessel injury occurs, vasoconstriction is
the bodys first response to mechanically slow
bleeding. In the vasoconstriction phase, the body
attempts to slow the flow of blood by both local and
systemic mediators. At the local level, thromboxane is released to aid in vessel constriction. The
adrenal glands also release epinephrine, which acts
systemically to increase vasoconstriction and slow
bleeding.8 After vessel constriction, the body responds to quickly form a platelet plug. 7 This
platelet plug is temporary and unstable, and a fibrin
clot needs to form to provide lasting hemostasis.
Platelet Plug Formation
In this phase of hemostasis, circulating thrombin
causes the release of additional platelets that
initiate the formation of a loose platelet plug.
Fibrinogen, a component of the clotting mechanism
or cascade, is responsible for the clumping of
platelets, which adhere to collagen fibers and
release chemicals such as adenosine diphosphate.
The platelets also release other mediators (eg, serotonin, phospholipids, lipoproteins, other proteins)
that are important in the clotting cascade. The
platelet plug acts as a temporary measure to stem
the flow of blood in the injured vessel. Although
the platelet plug is important, its action is to seal
the tear rather than occlude the vessel lumen.3
AORN Journal j 133
CAMP
www.aornjournal.org
n
n
Prothrombin
n
n
Vitamin K
Calcium
Factor X
Factors XI, XII, XIII
Factor V
Thrombin
Fibrin
Platelets
n
n
n
n
n
n
n
n
n
Intrinsic factors
Extrinsic factors
Common factors
CAMP
Chemical Agents
The use of chemical agents is a third method that
surgeons often use for achieving hemostasis. These
agents include epinephrine, vitamin K, protamine,
and vasopressors. Although they are sometimes
effective, the disadvantages of using these products
are their potential effects on the natural clotting
cascade. Although the role of chemical agents is to
enhance hemostasis, they can negatively affect the
136 j AORN Journal
www.aornjournal.org
Type
Porcine gelatin
Commercial name
n
n
Bovine collagen
n
n
n
n
n
n
n
Polysaccharide spheres
Beeswax, parafn, isopropyl palmate
n
n
n
n
Active
Flowable
Fibrin sealant
Bovine thrombin
Pooled human thrombin
Recombinant thrombin
Bovine gelatin and pooled human thrombin
Bovine gelatin (and/or thrombin)
Pooled human plasma
n
n
n
n
n
n
n
Adhesives
n
n
n
n
n
n
n
n
n
n
GELFOAM
SURGIFOAM powder and sponge
AviteneTM
Helistat
INSTAT
UltrafoamTM
SURGICEL
SURGICEL FIBRILLARTM
SURGICEL NU-KNIT
SURGICEL SNoWTM
AristaTM
Vitasure
Bone wax
Thrombin-JMI
EVITHROM
Recothrom
FLOSEAL
SURGIFLO
EVICEL
TISSEELTM
VitagelTM
CryoSeal
CoSealTM
DuraSealTM
Progel
DERMABOND
LiquiBand
SurgiSeal
OMNEXTM
BioGlue
GELFOAM and FLOSEAL are registered trademarks and TISSEEL and CoSeal are trademarks of Baxter Corporation, Deereld, IL. SURGIFOAM, INSTAT,
SURGICEL, SURGICEL NU-KNIT, EVITHROM, SURGIFLO, EVICEL, and DERMABOND are registered trademarks and SURGICEL FIBRILLAR, SURGICEL
SNoW, and OMNEX are trademarks of Ethicon, Johnson & Johnson, Inc, Somerville, NJ. Avitene and Ultrafoam are trademarks of Davol/Bard Company,
Warwick, RI. Helistat is a registered trademark of Integra Life Sciences Corporation, Plainsboro, NJ. Arista is a trademark of Medafor, Minneapolis, MN.
Vitasure is a registered trademark of Orthovita, Malvern, PA. Thrombin-JMI is a registered trademark of Pzer, New York, NY. Recothrom is a registered
trademark of The Medicines Company, Parsippany, NJ. Vitagel is a trademark of Stryker, Malvern, PA. CryoSeal is a registered trademark of ThermoGenesis
Corporation, Rancho Cordova, CA. DuraSeal is a trademark of Covidien, Boulder, CO. Progel is a registered trademark of NeoMend, Irvine, CA. LiquiBand is
a registered trademark of Cardinal Health, Dublin, OH. SurgiSeal is a registered trademark of Adhezion Biomedical, Wyomissing, PA. BioGlue is a registered
trademark of CryoLife, Kennesaw, GA.
CAMP
have been used since the 1940s and were the first
generation of commercially prepared hemostatic agents.14
Active Hemostatic Agents
Active hemostatic agents (Table 4) provide hemostasis within 10 minutes and control bleeding better
than passive agents alone.4 Currently, there are three
available active agents that are based on thrombin
(ie, pooled human thrombin, bovine thrombin, recombinant thrombin). Their function is to provide a
concentrated thrombin that is capable of converting
fibrinogen to a fibrin clot, which provides a framework for platelet aggregation and thrombus formation at the site of the injury.9 The rate of clot
formation is directly proportional to the concentration of thrombin. Although there are products with
Composition/origin
Minimal
bleeding
Porcine gelatin
Clinical considerations
n
n
n
n
Minimal
bleeding
Bovine collagen
n
n
n
n
n
n
Minimal
bleeding
Oxidized regenerated
cellulose
n
n
n
n
n
n
Minimal
bleeding
Polysaccharide
spheres
Minimal
bleeding
Beeswax, parafn,
isopropyl palmate
n
n
n
n
n
n
n
Do not inject
Do not use in the presence of infection
Risk of swelling
Risk of granuloma/abscess formation
Do not inject
Do not use in the presence of infection
Risk of swelling
Risk of granuloma/abscess formation
May contribute to adhesion formation
Sticks to the surgeons gloves and instruments
Do not inject
Broad indications for use
Bactericidal
Nonhuman/animal source
No preparation needed
Multiple thicknesses
Do not inject
Nonhuman/animal source
No preparation needed
Do not inject
Limited resorption
Inhibits bone regeneration
Increases infection risk
Commercial name
n
n
GELFOAM
SURGIFOAM powders
and sponges
AristaTM
Bone wax
n
n
n
n
n
n
n
n
GELFOAM is a registered trademark of Baxter Corporation, Deereld, IL. SURGIFOAM, INSTAT, SURGICEL, and SURGICEL NU-KNIT are registered
trademarks and SURGICEL FIBRILLAR and SURGICEL SNoW are trademarks of Ethicon, Johnson & Johnson, Inc, Somerville, NJ. Avitene and Ultrafoam
are trademarks of Davol/Bard Company, Warwick, RI. Helistat is a registered trademark of Integra Life Sciences Corporation, Plainsboro, NJ. Helitene is a
registered trademark of Colla-Tec, Inc, Plainsboro, NJ. Arista is a trademark of Medafor, Minneapolis, MN.
www.aornjournal.org
Composition/origin
Localized and
Bovine thrombin
diffuse bleeding
Clinical considerations
n
n
n
n
n
Localized and
Pooled human thrombin
diffuse bleeding
n
n
n
Localized and
Recombinant thrombin
diffuse bleeding
n
n
Commercial name
Thrombin-JMI is a registered trademark of Pzer, New York, NY. EVITHROM is a registered trademark of Ethicon, Johnson & Johnson, Inc, Somerville, NJ.
Recothrom is a registered trademark of The Medicines Company, Parsippany, NJ.
n
n
n
n
CAMP
profile, blood type, and cross-match. A signed consent for administration of blood or blood products
or a signed refusal should be verified and, if appropriate and consent for blood has been given, the
nurse should verify that there is autologous blood
product available and determine whether the donation has been verified. He or she should ascertain
whether there are plans for perioperative blood
salvage; if the patient is aware of this; and whether
the patient has any cultural, ethnic, or religious considerations for administration of blood or blood
products. This all should be discussed with the surgical team before the patient is brought to the OR.
Flowable Hemostatic Agents and Flowable
Products
Flowable hemostatic agents (Table 5) have both an
active and a passive component. The action of these
agents is to block blood flow and convert fibrinogen
to fibrin at the bleeding site. The passive component of these agents is a bovine or porcine gelatin
matrix; thrombin may be included as a component
or may be added as an individual item. These agents
produce a pasty substance that can be introduced
directly on a bleeding area, such as the liver or
kidney. These products are commonly used in spine
surgery; the surgeon lays the agent along the gutters
of the spine to reduce bleeding.1
Flowable products are composite hemostatic
agents that use microfibrillar collagen to facilitate
tissue healing and achieve hemostasis. Microfibrillar collagen is derived from bovine or porcine
sources and requires a wet field to be effective,
because the presence of blood has mechanical
properties that slow or obstruct the flow of blood
and thrombin to facilitate the conversion of fibrinogen into fibrin. These products conform easily to
the topography of the bleeding area and are easy to
apply. Flowable products require reconstitution,
and their cost is generally higher than that of mechanical or active products. The safety consideration with these products is that their swelling
properties require the surgeon to remove all excess
product after hemostasis is achieved.2
www.aornjournal.org
Composition/origin
Bovine gelatin particles and
human thrombin
Clinical considerations
n
n
n
n
n
n
Localized
bleeding
n
n
n
n
n
n
n
Commercial name
FLOSEAL is a registered trademark of Baxter Corporation, Deereld, IL. Recothrom is a registered trademark of The Medicines Company, Parsippany, NJ.
SURGIFLO is a registered trademark of Ethicon, Johnson &Johnson, Inc, Somerville, NJ.
Fibrin Sealants
Fibrin sealants (Table 6) come in three types: fibrin
sealants, polyethylene glycol (PEG) polymers, and
albumin with glutaraldehyde. These products form
a barrier that is impervious to most liquids. Generally, sealants contain both fibrinogen and thrombin.
When the concentrated fibrinogen and thrombin are
mixed together, they create a fibrin clot that works
by increasing the rate of blood clot formation at the
injury site. The product consistency is a thin liquid
that can be applied as an aerosol spray. Generally,
surgeons use these products in combination with a
flowable agent. These are powerful, unique products
and have separate FDA approval as hemostats, sealants, and adhesives that are indicated for bleeding
control in surgical patients.2
Challenges with these products include reconstitution that may require a trained technician; when
using the patients blood to reconstitute the product,
often the concentration of fibrinogen may be low in
the patients own blood (eg, fibrinogen concentrations determine the strength of the clot). There is a
CAMP
Composition/origin
Localized and
diffuse bleeding
Human plasmaederived
brin sealant
Clinical considerations
n
n
n
n
n
Localized and
diffuse bleeding
n
n
Localized and
diffuse bleeding
n
n
n
n
Commercial name
n
TISSEELTM
EVICEL
VitagelTM
CryoSeal
TISSEEL is a trademark of Baxter Corporation, Deereld, IL. EVICEL is a registered trademark of Ethicon, Johnson & Johnson, Inc, Somerville, NJ. Vitagel is a
trademark of Stryker, Malvern, PA. CryoSeal is a registered trademark of ThermoGenesis Corporation, Rancho Cordova, CA.
Adhesives
Typically, the commercial products approved as
adhesives (ie, synthetic sealants) are divided into
four classes (Table 7):
n
cyanoacrylates,
synthetic skin sealants and tissue sealants,
n glutaraldehydes, and
n PEG polymers.
n
They vary in strength and surgical applications; however, each product basically glues tissue together. The
adhesive products have a variety of clinical applications and continue to evolve. The products contain
minimal amounts of thrombin but have other components that require careful consideration given
142 j AORN Journal
their chemical interactions and effect on body tissues. For instance, they cannot be used
n
CONCLUSION
This article has not covered all products currently
available or all of the potential complications or
untoward events that may occur when using hemostatic agents. Hemostatic agents are powerful
tools in todays perioperative setting. They allow
n
n
Class
Indication
Cyanoacrylates
Synthetic skin
sealants
Localized
applications
Composition/origin
Liquid monomers
Clinical considerations
n
n
n
Synthetic tissue
sealants
Localized
applications
n
n
n
n
Glutaraldehydes
Localized
applications
n
n
n
n
n
Polyethylene glycol
(PEG) polymers
Localized
applications
n
n
n
n
n
n
PEG polymers
Localized
applications
n
n
n
n
n
PEG polymers
n
n
n
n
DERMABOND
SurgiSeal
LiquiBand
OMNEXTM
BioGlue
CoSealTM
DuraSealTM
Progel
DERMABOND is a registered trademark and OMNEX is a trademark of Ethicon, Johnson & Johnson, Inc, Somerville, NJ. SurgiSeal is a registered trademark of Adhezion Biomedical, Wyomissing, PA. LiquiBand is a
registered trademark of Cardinal Health, Dublin, OH. BioGlue is a registered trademark of CryoLife, Kennesaw, GA. CoSeal is a trademark of Baxter Corporation, Deereld, IL. DuraSeal is a trademark of Covidien,
Boulder, CO. Progel is a registered trademark of NeoMend, Irvine, CA.
www.aornjournal.org
Localized
applications
Do not inject
Used as a replacement for sutures, primarily on facial,
extremity, and torso wounds
Attains the strength of healed tissue after 7 days
Do not inject
Used as an adjunct for vascular reconstruction
Mechanically seals a suture or graft line
Does not replace sutures, staples, or mechanical closure
Do not inject
Commonly used in vascular procedures for sealing
holes around staple lines
Good agent for arterial bleeding
Hypersensitivity is a concern
Is never absorbed and cannot be reapplied to the same
area in the future
Do not inject
Can prevent pericardial adhesions
Good for vascular reconstructions
Noninammatory
Infection rates are minimal
Should not be used in closed spaces because of product
swelling risk
Do not inject
Aid to prevent cerebrospinal uid leak
Seal dural incisions
Sprayed on
Contains blue dye for easier identication
Do not inject
Seals air leaks on lung tissues after the tissue has been
sutured or stapled
Commercial name
CAMP
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
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%20of%20Surgical%20Hemostasis:%20An%20Indepe
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Samudrala S. Topical hemostatic agents in surgery: a
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Kaur P, Basu S, Kaur G, Kaur R. Transfusion protocol
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Ham SW, Lew WK, Weaver FA. Thrombin use in surgery: an evidence-based review of clinical use. J Blood
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Proprietary Product name: Artiss; Sponsor: Baxter Healthcare Pty Ltd. Commonwealth of Australia: Australian
Department of Health and Ageing, Therapeutic Goods
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www.aorn.org/membership